1. M. JEFFERY COPPOLA, MS, CPIM
1607 Angleside Road, Fallston, MD 21047 • Mobile: 443-417-0545 • Email: mjeffcoppola@verizon.net • http://www.linkedin.com/in/mjeffcoppola
Senior Executive with Metric-Driven Experiences in Start-ups, Turnaround, and Fast Growth Companies across Diverse
Industry Sectors Including Consumer Product Goods, Business Services, Publishing, and Consulting
Extensive expertise in operational leadership and business development with proven success in growing revenues, increasing profitability, re-
engineering business systems, and developing strategic alliances • Solutions-based change agent with proven abilities across multiple industries to
combine vision, strategy, and tactics to lead resources through system, process, and integration implementations • Progressive leadership roles with
demonstrated success building global supply chain, client services, operations, finance, and information technology teams • Skilled negotiator who
builds synergistic partnerships with peers, customers, suppliers, and investors creating revenue and profit growth • Reputation as “quick study” and
“trouble shooter” given responsibilities to create functional core competencies and implement multi-million dollar cost savings through effective
infrastructure redesign, multi-functional team building, and metrics-based execution
PROFESSIONAL EXPERIENCE
NATIONAL GEOGRAPHIC LEARNING, Washington DC 2009 to 2012
Educational publishing division of National Geographic Society with 120+ employees located in DC, IL, and CA. $90M in annual
sales, sold to Cengage Learning August, 2011.
Vice President, Customer Care and Fulfillment
Key Challenges: (a) Rebuild planning and digital product fulfillment teams and processes into core competencies. (b) Reduce inventory and
fulfillment investments while addressing critical back orders. (c) Insure 50% increase in top line with timely inventory investments for major
products. (d) With sale of division, motivate teams to meet sales goals and execute post-sale integration while maintaining key metrics.
Actions and Significant Results:
Supply Chain Reengineering – In first 90 days, recruited critical skill sets to replace 75% of staff. Mentored new team through reengineered
planning processes reducing backorders $2.5M while increasing key product velocities 250%. Coached team through disciplined $30M RFQ and
cycle planning, saving $6.5M in 2011 purchases. Led $2.5M distribution consolidation netting $400K savings; transitioned $10M inventory
supporting revenue goals while scaling third party logistics (3PL) partner to support growth.
Sales and Operations Planning (S&OP) – Facing complex product launches with critical due dates, implemented S&OP process that allowed
metric driven collaboration between sales, suppliers, and 3PL’s. Delivered $50M in new sales, meeting all service and investment objectives.
Digital Product Support – Directed technical support team at outsourced (BPO) partner to manage digital product implementation and support for
customers. Six person team leveraged process documentation, work ticket management, website, FAQ’s, and KPI scorecards to meet product
implementation and “one contact” resolution metrics.
Post Sale Integration – Achieved sales and net margin objectives throughout nine month integration. Re-negotiated three BPO contracts netting
$1M in savings. Relocated two DC’s ($50M inventory) over 90 days without material impact to revenue and service objectives. Transitioned
outsourced customer and technical support teams to CL infrastructure. Led on-time cut-over to Cengage Learning’s enterprise systems.
BEST PLASTICS, LLC, Englewood NJ 2009
Privately held manufacturer with 250+ employees located in NJ, GA, and AZ distributing consumer storage totes to The Home Depot.
$30M in annual sales, Chapter 7 liquidation Q1 2010.
Senior Vice President and General Manager
Vice President, Supply Chain
Key Challenges: (a) Lack of scalable supply chain and IT infrastructures. (b) Rapid growth requiring regional manufacturing and distribution
capabilities. (c) Sustainable financing of operations and inventory. (d) Decisive leadership during cash flow challenges.
Actions and Significant Results:
Operations Infrastructure – Led day-to-day management of supply chain and IT processes, hiring ten individuals to manage increased execution
and reporting needs of $20M operating budget. Successfully implemented weekly scorecard resulting in 75% improvement in order fill and out-
of-stock metrics. Established AZ-based operations center supporting west coast customers’ demand. Assumed additional responsibility for
general accounting function, reducing period close from 40+ days to 10 days.

2. M. Jeffery Coppola, MS, CPIM – P a g e | 2
Factor Financing – Negotiated operating tenets for $20M in asset factored financing. Successfully transitioned to new financier and secured
$15M additional financing that supported nationwide product launches and $11M national storefront promotion.
Contract Manufacturing – With need for reduced lead-times and landed cost, led roll-out of two regional contract manufacturers to address output
and plant-to-RDC transit costs. Results were reductions of back orders (90%), lead times (50%), and landed cost (30%).
General Management – With CFO departure, assumed GM role to manage business and insure continuity for customers, financiers, suppliers, and
staff. Negotiated extended terms with suppliers, landed two multi-product holiday promotions, reduced customer receivables terms from 30 to 10
days, and mitigated impact of staff attrition.
PROMETRIC INCORPORATED, Baltimore MD 2004 to 2009
Privately held division of Educational Testing Service with 1000+ employees located in North America, UK, India, and Asia Pacific
providing comprehensive testing and assessment services. $370M in annual sales
Vice President, International Client Services (2008 to 2009)
Vice President, Global Program Management & Operations (2007 to 2008)
Vice President, Global Operations Planning (2004 to 2007)
Key Challenges: (a) Changing global test delivery channel and client seat capacity requirements. (b) Operations consolidation and restructure
resulting from acquisitions and growth. (c) Client retention.
Actions and Significant Results:
Channel Realignment – Recruited by COO to establish global channel development and planning as core competencies, led deployment of
scalable planning, channel recruitment and site implementation processes. Directed strategic realignment of global test delivery sites resulting in a
200% increase in seats, on-demand testing capacities, broader mix of 3rd party sites, and standard operating contracts meeting strict capital and cost
objectives. Established new channel model that reduced annual fixed costs $10M and test delivery costs by 15%.
Operations Consolidation – Promoted to simultaneously lead global program management and paper-based test operations. Coaching teams
across seven global locations, directed integrations of $25M paper-based operations and program management teams, reduced paper test expenses
by $2M, and realigned staffs to increase work stream efficiencies to meet growing client base needs without increasing headcount.
Client Retention – Spearheaded growth initiatives that generated over $1M in new revenues. Successfully implemented $80M in new business
while retaining the existing client base of $180MM per annum.
180’s LLC, Baltimore MD 2002 to 2004
Privately held marketer with 80+ employees located in MD and France distributing patented performance wear. $48M in annual
sales
Chief Technology Officer (2003 to 2004)
Vice President, Operations & Information Technology (2002 to 2003)
Key Challenges: (a) Develop and implement supply chain and IT infrastructures to support four global brands. (b) Transition manufacturing and
distribution to partners with scale. (c) Improve seasonal product delivery and return protocols.
Actions and Significant Results:
Supply Chain & IT Infrastructures – Hired by cofounders to implement infrastructure supporting triple digit growth. Recruited 30 professionals
with skills in supply chain, operations, and IT. With $24M operating budget, successfully managed rapid growth, launch of two new brands, and
implementations of CRM/ERP/WMS systems.
China & 3PL Sourcing – Led sourcing transition to China and delivered first article production in 90 days. Results included 30% product cost
savings, 200% improvement in output, and increased product quality. Led 120 day transition of in-house distribution to west coast based 3PL.
Integrated systems and fulfillment processes which yielded $1M+ savings in labor and charge backs.
Customer Fulfillment – Faced with retailers’ growing fulfillment complexities, reorganized customer service and distribution teams into four
Fulfillment Brand Teams aligned with sales to manage specific retailers’ order fill requirements. With improved focus and communications, teams
implemented standardized procedures, integrated 3PL processes, and streamlined returns and charge back reconciliation management. The results
were a 45% reduction in post season returns and 65% improvement in order fill metrics.

3. M. Jeffery Coppola, MS, CPIM – P a g e | 3
OTHER RELEVANT EXPERIENCE
PBM PRODUCTS, INCORPORATED, Gordonsville VA
Privately held manufacturer with 50+ employees located in VA distributing store brand infant formula, bottle liners, and branded Rx
products. $85M in annual sales, sold to Perrigo in 2010.
Senior Vice President, Operations
Recruited by Founder/CEO to direct plant start-up and provide decisive supply chain and operations leadership for three divisions. Oversaw $65M
budget and day-to-day management of one plant, four contract manufacturers and two 3PL’s; implemented S&OP protocols reducing major retailer
out-of-stocks 80% while increasing 3PL inventory turns 200%.
AMERICAN SAFETY RAZOR CORPORATION, Cedar Knolls NJ
Manufacturer with 500+ employees located in North America, Mexico, Brazil, UK, Israel, and Germany distributing consumer,
industrial, and medical blades and cotton products. $400M in annual sales, sold to Energizer Holdings in 2010.
Vice President of Corporate Logistics
Director of Blade Logistics
Hired to improve blade operations; promoted to lead global supply chain operations across ten locations. Responsible for $90M materials and
operations budget, acquisition integrations, system/process standardization, demand management strategies, and facilities optimization. Led cross-
functional team selected as Wal*Mart Supplier of the Year.
CONFAB CORPORATION, King of Prussia, PA
Vice President, Materials and Logistics
Corporate Manager, Cost Management and Financial Analysis
Plant Manager, Softmark Division
CANAM STEEL CORPORATION, Columbia MD
Director of MIS
PRICE WATERHOUSE, Philadelphia PA
Senior Consultant – Manufacturing and Cost Management Special Practice Unit
RCA, Moorestown NJ
Senior Subcontract Administrator – Missile & Surface Radar Division
EDUCATION, CERTIFICATION, and LEADERSHIP PROGRAMS
MS – Business Administration, Smeal College of Business, Pennsylvania State University
BS – Business Logistics, Smeal College of Business, Pennsylvania State University
Certified Production & Inventory Manager (CPIM) – American Production & Inventory Control Society
Leadership Development Program Graduate – Center for Creative Leadership