Leonard Lutes

555 Main Street, Edmonds, WA 98020

Tel: 425-614-9163 / Email: llutes@arscentia.com
POSITIONS: CEO / COO
CAREER SYNOPSIS:
Solutions-driven transformational leader who continually strives for improvement
of business processes and people performance to ensure a company meets its reve
nue and profitability goals. Unique blend of operations management and financia
l savvy across diverse business environments, with proven success in driving BUS
INESS EFFICIENCY, REVENUE GROWTH and COST EFFECTIVENESS.
LEADERSHIP BRAND:
Strategic decision-maker, able to quickly grasp company operations, see the busi
ness drivers behind the numbers, and provide insightful analysis. Skilled in mo
ving companies beyond a reactive approach working on visible opportunities, to a
proactive approach, identifying and creating new, value enhancement possibiliti
es. Ability to drive organizational change, particularly within a culture that
is resistant to change. High ethics and integrity combined with excellent inter
nal/external communications and relationship building skills.
BUSINESS VALUE / ROI:
Proven ability to: (1) assess business processes, create efficient procedures an
d establish consistent standards to facilitate revenue growth, cost control, and
increased profitability, (2) maintain awareness of markets, trends and competit
or activities, and create/execute strategic direction and business plan, (3) rev
amp operations for growth into new and existing markets and strategic opportunit
ies, while maximizing current organizational strengths, (4) develop and motivate
employees, set targets for performance, and foster teamwork and commitment to a
chieve business goals.
EXPERIENCE, KEY CONTRIBUTIONS AND PERFORMANCE MILESTONES:
ARSCENTIA, Bellevue, WA - 2008 to present
Privately held print design and production firm.
CEO. Oversee accounting/finance, customer service, call center, merchandising,
sales training, and bids/estimating. Manage five direct and 15 indirect reports
with P&L accountability for capital and operating budgets. Focus: Leading imm
ediate objective of revitalizing the organization and defining new strategic dec
isions affecting business development, marketplace positioning, operational capa
bilities, and the future direction of the company.
* Drove Organizational Culture Change. Created a vision and operating strategy
for the organization, instilling a sense of accountability and a "Lean Thinking"
culture. Realigned management team and developed a solid group of individuals,
utilizing a coach/mentor approach and building a desire for excellence. Impact
: Created a culture adaptable to an ever-changing business environment, enablin
g the company to thrive, while improving efficiency and effectiveness.
* Maximized Financial Performance. Key driver in formulating a strategy to refi
ne the company's reporting environment to achieve timely reporting of all financ
ial matters to internal and external audiences. Impact: Applied financial plan
ning and analysis to a broad range of business problems, achieving accurate cash
flow, sales and financial forecasting, while reducing monthly operating costs b
y over 60%.
VAN DYK BUSINESS SYSTEMS, Pittsburgh, PA - 1995 to 2008
Privately held premier provider of Sharp and Toshiba digital copiers, printers,
and LCD presentation products.
President and CEO. Highly visible multi-faceted role, providing leadership and
direction toward the achievement of the organization's philosophy, mission, stra
tegy, and annual goals. Key areas of accountability included accounting and fin
ance, customer service, call center operations, merchandising, sales training, b
ids/estimating, and P&L for capital and operating budgets. Customer included Al
coa, University of Pittsburgh, Traco, U.S. Army, FBI, DOD. Responsible for seve
n direct and 68 indirect reports. Additionally, performed due diligence on pote
ntial M&A's. Focus: Acting as a performance leader and driver of change to tur
n around under-performing operation.
* Orchestrated Aggressive Operations Turnaround. Assessed overall operations of
the business, identified critical areas of opportunity and prioritized effectiv
ely to maximize business performance. Impact: Operated parent company at 15%
EBITDA (with industry standards at 12%) and contained costs by 18% to maintain p
rofitability in a declining economy.
* Expanded Revenues & Market Share Through Innovative Programs. Initiated and d
eveloped multiple new business strategies that delivered significant improvement
s in revenues and profitability. Impact: Optimized market penetration and grew
revenues more than 2-fold, positioning company from #12 to #2 in Pittsburg mark
et share, in spite of intensely competitive landscape.
* Provided Value-Added Business Insight & Contributions. Developed and implemen
ted the company's first five-year strategic plan, comprehending complex and dive
rse business environments and drilling down to specific solutions. Impact: Dem
onstrated strong business perspective, strategic thinking skills, and the abilit
y to generate and implement creative ideas to achieve growth objectives.
* Optimized Organizational Effectiveness. Built a highly efficient team; acted
as a coach and mentor to key leaders, enabling them to excel in their responsibi
lities and advance throughout the organization. Impact: Established effective
recruitment, training, development and succession planning, achieving no turnove
r during tenure-with key staff still in place today.
* Enhanced Internal Controls and Financial Processes. Instrumental in coordinat
ing and executing strategic and financial planning process, including obtaining
new line of credit, preparing budgets, and streamlining management reporting pro
cedures. Impact: Demonstrated strong understanding of what drives cost in a mu
lti-operation environment and the ability to be proactive about cost identificat
ion and containment.
FIRST CHOICE BUSINESS MACHINES, INC., Seattle, WA - 1993 to 1995
Privately held provider of Copiers, Fax Machines and Multifunction Machines and
Devices.
President and CEO. Full operational oversight and P&L responsibility, including
sales, service, administration, and managing multiple relationships with Board
of Directors, investors, employees, customers, and partners. Responsible for ei
ght direct and 117 indirect reports. Reported to Board of Directors. Customers
included Microsoft, Safeway, Boeing, and Safeco Insurance. Focus: Implementin
g disciplined controls and processes, as well as business strategies and expansi
on plans to build a sustainable high-growth business for an optimal return on in
vestment for shareholders.
* Positioned the Business for Growth. Created new business and marketing roadma
p, focusing on key customer strategies and partnerships, and identification of n
ew opportunities, establishing a new platform for business growth. Impact: Inc
reased sales 20% in the first quarter of 1993. Delivered 50% revenue increase i
n first quarter of 1994 over first quarter of 1993. Increased sales force salar
ies 200% by introducing pay-for-performance incentives.
PERMABILT INDUSTRIES, INC., Seattle, WA - 1992 to 1993
Privately held building construction company.
Vice President, Sales and Marketing. Responsible for driving sales and marketin
g activities, including creating and executing marketing strategy and advertisin
g, and developing budget for presentation to Board of Directors. Held P&L respo
nsibility for budget and managed nine direct reports. Focus: Expanding busines
s development opportunities, including identifying and managing new opportunitie
s in existing and adjacent markets to achieve growth objectives.
* Maximized Competitive & Marketplace Positioning. Applied a broad-based unders
tanding of key business fundamentals as well as sales and marketing experience t
o grow the company. Impact: Increased sales 56% over previous year by implemen
ting marketing strategies, including direct mail, newspaper, and radio.
Photo & Sound Company, San Francisco, CA - 1989 to 1992
Privately held ESOP company providing micro computer-AV video hardware and softw
are.
Southwest Division General Manager. Fast track progression through increasingly
responsible leadership roles, with initial focus on (i.) managing Portland Bran
ch; drove growth from $2M to $7M; (ii.) later, promoted to National Sales Manage
r, developing sales programs and sales techniques, and training branch managers
across 15 branches; increased sales from $80M to $160M within three years, (iii.
) ultimately, positioned as Southwest Division General Manager, with responsibil
ity for P&L, sales, technical support, and rental and convention services within
a four-branch $38M division. Managed 13 direct and 339 indirection reports. C
ustomers included Hughes Aircraft, Chevron, Hewlett-Packard and all SW conventio
n centers.
* Built a Best Practices Operations Infrastructure. Established disciplined int
ernal controls with focus on key business metrics and improved communications.
Impact: Grew revenues 50% over three years to $50M and transformed Division fro
m #4 to #2 in profitability. Strategies included recovering nearly $1M in lost
inventory, negotiating new convention contracts, and containing costs.
EARLIER CAREER:
* National Sales Manager, Branch Manager, and Sales & Marketing roles at Photo &
Sound Company; Tallgrass Technologies; and XEROX Corporation.
* Gained solid foundational skills in sales, management, leadership, customer re
lationships, successfully applied to subsequent positions as career progressed.

EDUCATION & PROFESSIONAL AFFILIATIONS:

* Business Administration Degree, College of the Canyon Valencia, CA
* Dealer Councils: Sharp, US Bank Corporate, and Great America Leasing
* Member and Secretary: Stevens Hospital Board of Trustee's