Glenn M. Albers has over 20 years of experience leading operations and strategic planning in various industries. He has a proven track record of growing companies through acquisitions, improving processes, and reducing costs. Albers is skilled in strategic planning, budgeting, change management, and team leadership. He holds an MBA from Oklahoma State University and a BA from Texas A&M University.

1. GLENN M. ALBERS
3123 East 37th
Street
(918) 688-0979 Tulsa, OK 74105 grenkalbers@gmail.com
CAREER SUMMARY
Provide executive leadership, strategy, vision and execution in start-up, management and turnaround roles. Ensure
continual success in maximizing organizational performance to capture market share, grow revenues, and enhance value.
Drive major projects, programs and initiatives from planning through tactical execution. Overcome complex business
challenges and make far-reaching decisions to align business evolvements with business goals. Exercise strong problem-
solving skills with balanced powers of reasoning and objective analysis of the facts. Comfortable with all levels of employee
and investor, from hourly call center to CEO and Private Equity Groups.
Key contributor to enterprise-level planning and decision-making. Core Competencies include:
Strategic Planning Profit Building Cost Control Forecasting
Staff Management Change Management Budgeting Team Leadership
Operational Streamlining Acquisitions Policy Development Profit and Loss Analysis
PROFESSIONAL EXPERIENCE
CENTRAL SECURITY GROUP, NATIONWIDE-INC., Tulsa, OK 2004-2015
A super regional, dealer program driven, full service security alarm company.
Vice President of Corporate Operations 2012 - 2015
Provided overall leadership and specific direction which facilitated growth from a Regional Company of 40,000 subscribers
to a Super-Regional Dealer Program Driven Company with 200,000+ subscribers and over $7MM in recurring monthly
revenue (RMR).
 Responsible for day to day operations and employee development of internal and external customer facing
departments including:
o Central Station o Customer Care
o Dealer Management o Deal Recruiting
o Information Technology o Inside Sales
o Collections o Customer On-Boarding
 Restructured Central Station and Customer Service Departments to allow for rapid growth through call flow
analysis and upgrades to tool set which enabled faster and better call processing for end user customers.
 Managed department which was the single point of contact for the Dealer Program, which included dealer
recruitment, dealer retention and contract processing/payment. Personally negotiated renewal contracts and
maintained relationships between Company and dealer management teams. During 5 year period increased number
of dealers by 300%.
 Directed Acquisitions team which was responsible for 40+ acquisitions and fold in ‘bulk buys’ of alarm accounts.
Led due diligence, acquisition and absorption of SecureNet, a Wichita, KS based full service security alarm
company and central station with 23,000 subscribers.
 Oversaw project management and installation of MAS Central Station Software as well as migration to virtual
server environment.
 Created Inside Sales Group which was responsible for upgrading existing customers and creating new customers
through internet based leads without traditional sales rep interactions.
 Negotiated Corporate Real Estate Contracts and oversaw all space management projects.
Vice President of Customer Operations 2008 - 2012
Managing Director of Call Center Operations 2005 - 2008

2. Glenn M. Albers
SABRE HOLDINGS, Tulsa, OK 1998-2004
A world leading S&P 500 company specializing in travel commerce, retailing travel products and providing distribution
and technology solutions for the travel industry.
Outsourcing Service Delivery Director 2004
 Responsible for functional relationship and coordination of all communication between strategic partner and company.
Also managed final transition to vendor tool set from pre-transition tools as well as steady state relationship.
 Led a team of Product Analysts who represented the Technical Support Center (TSC) on development teams for new
proprietary product releases.
 Single point of contact representing the TSC, fielding all questions/concerns regarding the TSC from sales force and
Executive management. Full accountability for operations performance. Daily, weekly and monthly reporting to Sales
and Executive management.
Managing Director 2001-2003
 Subject Matter Expert of core team which produced cost benefit analysis leading to the outsourcing of the Technical
Support Center. This included:
 Vendor Selection Process  Scope of Deal
 Contract Negotiation  Tool Set Identification
 Signed $10 MM agreement that saves $2 MM per year for five years.
 Upon decision to implement, drove successful transition plan, which included all facets of project management,
employee/Human Relations and the logistical elements of moving the TSC to a new location.
 Led TSC for internal and external customers including responsibility for a 7X24 operation, infrastructure support and
project delivery.
 Operational Support Groups include:
 Network Connectivity  Desktop Support
 Operating Systems  Sabre Applications
 Restoration Management  Budget and Financial Analysis
 Peripheral PC Hardware  Hiring and Training
 Reduced operating budget from $16.1 MM to $8.9 MM and streamlined workforce from 240 employees to 170
employees through increased efficiencies in call flow processes and implementation of new technologies while
exceeding contracted customer service levels.
 Led team in successfully achieving ISO 9002 and Support Center Practices Certifications.
 Full budgetary responsibility and accountability for customer service and technical service levels.
 Single point of contact for the TSC, fielding all questions/concerns regarding the TSC from sales force and Executive
management. Full accountability for operations performance. Daily, weekly and monthly reporting to Sales and
Executive management.
 Served as core team member on executive-level business process re-engineering task force.
Senior Manager 2000-2001
Manager 1998-2000

3. Glenn M. Albers Page 3
CURTIS 1000, INC., Houston, TX 1994-1998
A division of a Fortune 500 company specializing in the lithographic and digital printing needs of the business community.
Customer Service Manager 1995-1998
Administrative Management Trainee 1994-1995
BAROID, INC., Warri, Nigeria 1992-1994
Provider of drilling fluid systems and specialty products for the worldwide oilfield community.
Drilling Fluids Engineer III
EDUCATION
Masters of Business Administration, 2009
Oklahoma State University
Stillwater, Oklahoma
B.A., Speech Communications and Marketing, 1991
Texas A&M University
College Station, Texas
Executive Education Partnership Program, 2008
Oklahoma State University / University of Oklahoma
Stillwater, Oklahoma