John S. Bastock is an analytical sales operations executive with over 30 years of experience in consumer goods, pharmaceuticals, and publishing industries. He has a proven track record of streamlining processes, driving results, and creating strategic solutions. His background includes roles in financial operations, process improvement, team building, sales analytics, project management, and change management.

1. J O H N S . B A S T O C K
7470 HUDSON PARK DRIVE - HUDSON, OHIO 44236  H (330) 342-7599  C (330) 414-3030  JSBASTOCK2@YAHOO.COM
HTTP://WWW.LINKEDIN.COM/IN/JOHNBASTOCK
S U M M A R Y
An analytical, forward-thinking TOP SALES OPERATIONS EXECUTIVE with a proven track record of success in
fostering business synergies to streamline organizational systems and drive quality results. Background in the
Consumer Goods, Pharmaceutical and Publishing industries; skilled in applying technical and functional
expertise consistently in flexible and innovative ways, creating strategic solutions and promoting cost-effective
plans. A visionary who balances creativity and practicality to attain strong growth and profitable returns.
 FINANCIAL OPERATIONS  PROCESS IMPROVEMENT  TEAM BUILDING
 SALES / COST ANALYTICS  PROJECT MANAGEMENT  P&L MANAGEMENT
 FORECASTING  STRATEGY  KPI’S / METRICS
 CHANGE MANAGEMENT  SUPPLY CHAIN / LOGISTICS  DISTRIBUTION OPERATIONS
E X P E R I E N C E
JSB CONSULTING
Principal 2012-Present
Helping businesses attain cost and productivity improvements through financial analysis & modeling, report
creation, territory design & routing, benchmarking, metric score-carding and project management. In addition,
provide individual client support in financial services advising
HOUGHTON MIFFLIN HARCOURT
Director of Finance and Sales Operations 2013
Provides focused analytical, financial, and strategic support to the Regional Area to maximize current and
future revenue streams, optimize margins, track performance and identify early warning signs of risk to
revenue or EBITDA targets. Responsible for territory planning, sales enablement, revenue forecasting, expense
& pipeline management and process improvement for sales team of 118 in North Area. Developed performance
reporting dashboards for revenue and costs for field use. Functions as the CFO for North Areas SVP of sales.
NOVARTIS PHARMACEUTICALS
Director of Operations – North Operating Unit 2011- 2012
Led all operational mechanisms for a 24 state Operating Unit, including managing and improving all sales force
metrics, KPI’s, enhanced reporting and productivity/efficiency opportunities. Oversees quarterly call plan and
targeting process along with annual awards process. Collaborates with corporate Sales Force Effectiveness
team on new technology implementation, dashboards, routing, etc. Managed team responsible for all sales /
new product training for 600+ sales force plus managed administrative staff.
PEPSICO, INC. / PEPSIAMERICAS (PAS) 1990 – 2010
Role progression includes: General, Cost and Fixed Asset Accounting, FP&A, Budgeting, Strategic Planning,
Manufacturing Supervision, Safety, Retail Sales Mgr., On Premise Sales, Sales Operations, Project Management
Director of Sales Operations, Projects 2007-2010
Led a variety of business initiatives, including system testing, division pilots, creation of rollout schedules,
budget management, cost reporting and planning, monthly updates/presentations to senior leadership team,
development of KPI reporting, and field communication. Converted entire domestic operations to new systems
and technology, including demand planning, safe days of supply for inventory management, handheld
hardware for sales managers, suggested order algorithm software, implementation of warehousing standards,
divisional dispatch centers, voice pick for warehouse loading, and advance shipment notification (ASN).
Reported to VP of Global Sales Operations.

2. JOHN S. BASTOCK, PAGE 2
 Lead for all Sales Operations analytics with focus on territory design, headcount span of control and
resource modeling, activity based analytics, cost to serve modeling; KPI / Metric tool development, BI
design, dash-boarding, score-carding, including field communication and training.
 Served as project lead for two years on $21,000,000 Supply Chain Optimization Project with $7,000,000 in
annual savings. Managed project team of 35 in HR, IT, OC, field sales, and operations.
 Worked with IT Business Intelligence team, designed standard reporting for field and headquarter usage
for sales/warehouse and sales forecasting KPIs. Successfully sustained field rollout, process and training
 Created/developed “Merchandising Project”. Cut costs and enhanced productivity for 2,000+ field-
based merchandisers via changes in people, process and technology, attaining savings of $3,800,000.
 Improved routing efficiency by > $3,000,000 through dispatch center consolidation, reducing deliveries
and reducing routes with 2,500 truck fleet in 105 regional distribution centers in 17 states
 Created merchandising supervisor role, saving $985,000. Savings projection of $2,800,000 from Spring
Wireless GPS and dynamic scheduling application. Oversaw project team of 15 individuals.
 Achieved management structure standardization, training/sustainment, report creation/generation, and
dynamic scheduling implementation goals. Automated time/mileage capture via GPS technology.
 Earned selection as one of three employees to contribute to Customer Alignment Project, converting PAS
from geographical-based structure to channelized structure with total project savings of $15,000,000.
 “CO-3 Project” lowered fuel and miles by 8% and out-of-stocks by 48%. Raised forecast accuracy by 40%,
cases per route by 6%, and loading productivity by 7%. Reduced deliveries by 11% and routes by 13%.
Director of Sales Operations, Corporate 2001-2006
Managed responsibilities for increasing productivity in regards to selling and delivery personnel within 105
warehouse and production facilities. Developed key performance indicators, KPI scorecards, field rollout, and
training. Established express and pre-sell best practices, including organizational structure, routing/dispatch,
alternative delivery methods, compensation structure for salesmen, and field tools for budget planning.
 Eliminated 291,000 deliveries via proper tools/training, saving $2,000,000 in labor versus previous year.
 Utilized analysis tools for field and developed merchandising, scheduling, headcount planning, and cost-
gap opportunities to save over $1,300,000.
Developed tools to convert existing Selling &Delivery organization to pre-sell environment by analyzing costs
and customer detail. Territory design & sales structure optimization for 63 existing warehouse locations.
Created small-format Account Sales Manager selling and driver delivery routes for all PAS locations in pre-sell.
Formulated compensation tables to produce pre-sell pay structure for small-format ASMs and delivery drivers
Director of Sales Operations, East Group 1999-2001
Held responsibility for group selling and delivery (S&D), financial results of $150,000,000 budget, annual route
restructuring, and S&D productivity. Created, measured, and reported on key productivity indicators.
Developed S&D standard operating procedures. Implemented corporate directives within field. Directed
strategic planning for annual operating plan and formed field-ready tools to track and identify key cost drivers
in S&D system.
A D D I T I O N A L R E L E V A N T E X P E R I E N C E
PEPSICO -Director of On Premise, 1998-1999. Managed Indianapolis and Bloomington location sales of
2,000,000 cases/gallons and $15,000,000 in net revenue. Territory Development Manager, 1997-1998. Achieved
volume growth of 10%, revenue growth of 5%, and achieved volume plan in 15 of 18 periods to obtain best
scores amongst peers. FP&A Manager 1994-1996. Created annual operating plan AOP of $100,000,000,
including volume, revenue and costs. Activity based analytics, cost to serve analysis Production Team Manager
/ Safety Coordinator, 1993-1994. Led production for 2,500,000 gallons of fountain needs; OSHA compliance
Supervisor of Financial Operations, 1990-1993. Coordinated maintenance of financial data integrity; month
end closings, cost accounting, fixed assets, G/L accounting for multiple plant and distribution centers
E D U C A T I O N
KENT STATE UNIVERSITY, Kent, Ohio

3. JOHN S. BASTOCK, PAGE 3
B.A., Accounting; Associate Degree Engineering
C E R T I F I C A T I O N S / L I C E N S E S
Certified Public Accountant, Ohio (inactive); Securities (Series 6); Investment Advisor, (Series 65); Ohio Life Insurance
C O M P U T E R S K I L L S
Microsoft Office Suite, MapPoint, SharePoint, RoadNet, OMAR, PeopleSoft, Cognos/Powerplay, Margin
Minder, WebEx, iOS, Lotus Notes, SAP, Salesforce.com, Cloud9, BW/BPC, EssBase