Jeffrey C. Morrison has over 25 years of experience in operations analysis, customer service management, and information technology roles. He has a proven track record of improving processes, solving problems, and increasing efficiency through data analysis and streamlining operations. Morrison holds an MBA and BBA from Montreat College and has worked in roles of increasing responsibility at Duke Energy, Bennett Building Systems, Schult Homes, and as a volunteer IT administrator and A/V manager for his church.

1. JEFFREY C. MORRISON
280 Rose Street ▪ Mooresville, N.C. 28117 ▪ Cell: (704) 491-3637 ▪ jcmorrison96@gmail.com
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VALUE OFFERED AS AN OPERATIONS ANALYST:
 Launching new service processes that drive business growth and increase customer satisfaction.
 Collaborating with cross-functional teams to develop programs and processes that solve problems.
 Recruiting, training, mentoring, and retaining talent through engagement and empowerment.
 Managing multiple projects concurrently and delivering objectives within established timelines.
PROFESSIONAL EXPERIENCE WITH EXAMPLES OF SUCCESS AND ROI:
BENNETT BUILDING SYSTEMS – Augusta, GA 2015-Present
Retail Territory Manager
Manage sales process to include hiring of salespeople and new locations for business expansion. Develop
and hold sales managers accountable for required processes. Worked closely with IT to train and roll out
new POS system to local stores, then to all company stores. Responsible for regional and store budgets.
Negotiate lease terms with landlords, follow up to ensure all monthly bills are paid on time. Coach sales
managers in sales promotions and social media exposure. Terminate as necessary and complete proper
paperwork. Manage direct staff of 6 employees. Oversee sales of over $1 million annually.
 Closed unprofitable stores. Result: Better cash flow, and eventually replaced each closed store with
another store that performed to company standards.
 Increased morale. Result: Happier employees who focused more on selling than gossiping. Team
became closer and less back biting and employee issues.
SCHULT HOMES – Rockwell, N.C. 2005-2015
Customer Service Manager
Manage the customer service process to ensure product quality, customer satisfaction and timely delivery,
including project scheduling and installation, parts ordering, progress reporting, warranty issues, technician
training, IT systems infrastructure, and vehicle maintenance. Develop methods to drive process
improvement and streamline project delivery. Oversee team of 7 employees. Prepare and administer $1+
million annual budget. Built relationships with vendors.
 Created annual customer service seminar to train technicians. Result: Facilitated a better
understanding of the service requirements among 80+ technicians, while keeping team abreast of new
products, policies and procedures—and promoting a spirit of teamwork.
 Developed and currently edit a bi-monthly newsletter targeted to Schult’s 35 CSMs nationwide. Result:
Improved internal communication, providing timely information on new products, operational
procedures, employee promotions and retirements, and ideas for self-improvement.
 Championed introduction of an internal survey for evaluating the knowledge and effectiveness of
customer service managers. Result: Survey identified deficiencies in knowledge of building code
compliance—categorized by severity of defect—and cited areas for improvement.
TIME-TO-BE-ONLINE – Mooresville, N.C. 2003-2015
(d/b/a timetobeonline.com)
Owner/Principal (part time)
Provide domain acquisition and hosting services for nonprofits, small businesses and individuals. Research
domains, monitor traffic and recommend plans for improvement.
 Completed B.B.A. and M.B.A. degree during this period.
DUKE ENERGY – Charlotte, N.C. 1991-2003
Held various positions during period of company’s growth and transition, including these cited below:

2. Jeffrey C. Morrison (704) 491-3637
Associate IM Process Analyst – Information Management Department (2/01-11/03)
Consulted with customers to identify IT needs and provide solutions. Managed IT assets for the business
unit, including developing workstation forecast, purchasing hardware and software, managing end-of-lease
(EOL) process, and maintaining accurate inventory. Assisted business units in developing IT budgets and IT
business plans. Coordinated and performed special projects.
Associate Data Delivery Analyst – Data Delivery Department (11/99-2/01)
Collaborated with the bundle-release team to implement changes to middleware components. Served as
primary contact for clients in navigating Remedy help desk system. Also served as data delivery safety
director and visual source safe administrator, as well as handling special projects.
 Following company’s restructuring, assigned as middleware consultant, serving as IT trouble-shooting
analyst (highest escalation point) and SME. Gained knowledge of operational database connectivity.
Interactive Media Strategist – Duke Power Marketing (2/98-11/99)
Served as webmaster for DP customer website. Oversaw creation of content, both graphics and text for the
website. Liaised between Duke Power Marketing and Duke Power Information Management Departments in
maintenance of site. Supervised contract employees in development of metrics and reporting tools.
Purchased stock photos. In 1999, Duke restructured and eliminated the department.
 Led initiative to create a lab environment for content development. Customers frequently abandoned
web pages because of long download times. Result: Optimization of graphics provided real-time
feedback—and reduced download times.
Interim Regional Manager, Charlotte Area – Duke Merchandising (10/97-1/98)
Promoted to this temporary position during period of transition. Managed day-to-day operations of
appliance sales and delivery for region with 15-20 stores within 5 counties. Supervised team of 15 Store
Managers and 3 Delivery Managers.
 Identified store-level problem: Inappropriate discounts were offered at one unit. Researched issue and
developed action plan. Result: Met with Division President with my proposal which was accepted.
Changes were later implemented by newly appointed Regional Manager.
Customer Service Professional II – Duke Merchandising (5/94-10/97)
Coordinated special projects. Analyzed sales data and prepared inventory reports for management. Audited
policies to ensure compliance. Recommended changes to streamline existing policies and procedures.
Computer Salesperson – Duke Merchandising (1/94-5/94)
Sold computers, printers and software products. Trained new salespersons in operational procedures.
Store Manager, Kannapolis/Mooresville, N.C. – Duke Merchandising (5/93-1/94)
Managed operations for retail appliance store, including sales, customer service, inventory, merchandising
and special promotions. Supervised and trained team of 2 employees.
Promoted to manage 2 stores—Kannapolis and new store: Mooresville. Oversaw 5-6 employees—both
locations—hiring and training employees for new site.
 Directed build-out of Mooresville store. Negotiated agreement with cable provider (Adelphia), reducing
monthly service and installation fees. Result: Achieved incremental monthly savings.
Special Projects Facilitator –Duke Merchandising (12/91-5/93)
Initially served as member of GE appliance/Duke Merchandising Six Sigma team to evaluate best practices
for optimal stocking levels and damage-free deliveries, and build trust between the 2 companies.
Continued with same title, but different role, reporting to Division Operations Manager.
 Developed, wrote and implemented policies and procedures for Duke Merchandising, including
inventory, cash flow, appliance and customer service. Result: Policies provided documentation,
structure and accountability at the corporate level.
 Restructured Parts Department. Identified deficiencies within inventory control—too many overstock
parts, with inadequate supply of fast-moving parts. Created reports to identify critical parts; instituted
bulk ordering. Result: Improved work flow, optimizing volume discounts—saving thousands of dollars.

3. Jeffrey C. Morrison (704) 491-3637
 Recommended implementation of a standardized uniform for DM employees. Researched and identified
best apparel. Presented proposal to executive team. Result: Ideas were adopted for all DM employees.
 Championed initiative to create an Intranet web presence for employees to purchase merchandise.
Hired and collaborated with technical team in site development, including product selection and site
design. Result: Site won accolades from employees—who now could shop more conveniently.
VOLUNTEER WORK:
A/V Manager – Trinity Baptist Church (6/09-3/12)
Start-up church in a school. Led purchase of audio equipment and installation. Equipment would be set up
and taken down each week. Purchased additional sound equipment as church grew. Recorded sermons and
posted to church website. Used SoundCraft LX16ii, then purchased Yamaha LS9-32 Digital Mixer. Used
EasyWorship software, then changed to ProPresenter, eventually upgrading to ProPresenter 6 for
presentation needs.
IT Administrator – Trinity Baptist Church (4/12-12/16)
Project Manager to spec out, purchase and install Cisco server, switches, Meraki Access Points for church
needs. Procured non-profit status thru Microsoft Volume Licensing Agreement for Office 365, Operating
Systems and Anti-Virus Software. Purchased and installed computers, switches and wiring runs thru out
church building. Responsible for church social media presence and upgrade of church website to new
vendor. Purchased and installed tv’s, sound bars and remote controls in all Sunday School classrooms.
EDUCATION:
M.B.A, Montreat College, Charlotte, N.C., 2005
B.B.A., Montreat College, Charlotte, N.C., 2003