Carlos G. Scott has over 25 years of international business experience in sales, marketing, operations, and strategic sourcing. He has a track record of growing businesses and improving profitability across multiple industries. Currently, he is seeking a new opportunity to apply his expertise in building business relationships, envisioning solutions, and achieving strategic goals.

1. Carlos G. Scott
214.415.6005 (cell)  cscottim@yahoo.com
Business Growth Professional, complement of skills in Sales, Marketing and Operations. Bi-lingual (English and Spanish).
International business background; multiple industry experience: Steel, Chemical, Plastics and Textile. Expertise in building business
relationships. Able to determine business needs, envision solutions, prioritize strategic initiatives and determine resources (human,
capital and technical) to meet goals. A leader who encourages open communication and team synergy. Intuitive and resourceful.
Employment
USG Corp. Chicago, IL Jan 2011 – Oct 2015
Regional Commodity Manager – L&W Supply
Lead, implement and sustain a national steel sourcing program for the East Division of L&W Supply, distribution arm of USG Corp.
Provide local support for all steel procurement activities (stud,track and accessories products).Facilitate the change from a locally
managed program, to one nationally designed,regionally managed, with local procurement. Contribute to market savings across total
cost elements of metal sourcing. Collaborate with other functional areas (sales, operations,finance, IT) to ensure that strategic
sourcing strategies are implemented to meet corporation objectives.
 2015 Purchases of $55,280.432 (Sep) with 4.89% return via rewards and 0.7% margin improvement.
 2014 Purchases of $74,532,073 with 5.53% return via rewards and 1.8% margin improvement.
 Return via rewards for 2013 - 5.60%, 2012 - 3.90% and 2011 - 2.40%
Doseme Internacional, S.A. de C.V. Monterrey, N.L. Mexico Mar 2008 – Dec 2010
Consultant
Company is dedicated in providing outside and inside doors, frames and hardware to hotel and office projects in Mexico with s ales of
$2,000,000 USD last year. My role with the company was coordinating purchases in the United States of wood, steel, treated wood
and drum doors directly from manufacturers. Purchases in my last year amounted to $1,200,000 USD. During this time we were able
to save 5.2% in purchasing by increasing the number of manufacturers, as well as bettercredit and inventory terms.
PGT Trucking Pittsburgh, PA Dec 2007 – Jun 2008
Consultant
Assisted company owners in logistics coordination for Mexico. Established warehousing and cross-bordercustoms partnerships for
flatbed trucking goods between U.S.A. and Mexico
Steelscape, Inc. Pittsburgh, PA Jan 2005 – Sep 2007
Sales Manager
Company is a division of Grupo IMSA with production plants in Washington State, California, Louisiana and Alabama. At the end of
2004 it was decided by the corporation to merge IMSA, Inc. with Steelscape to have one single sales force in the United States and
help Steelscape in its push east. Product line: CR and coated steelproducts. Geographic sales region: Northern U.S. Reports: 3
 Introduce Steelscape to established accounts in the east as a long term supplier ensuring future growth.
 Position our product and service as a premier one in a highly competitive market.
 Part of the team in establishing a paint line in Fairfield, AL (2005) and galvanized and paint line in Shreveport, LA (2006).
 Hired and promoted account managers for the region.
 SelectAchievements:
 Increased 2005sales fromprevious yearin 45% in terms oftons and 42% in revenue. Sales for2006 were 35% higherin terms of
tons and 57% in revenue vs.the previousyear.
 Started repetitive businesswith majorroll formers and metal builders in the region bringing a goods tartingplatformforthe new
plant in Shreveport.
 Increased paintedsteelmix by 20%
IMSA, Inc. Dallas, TX Jun 2002 – Dec 2004
Vice President
Developed the U.S. presence of IMSA Steel Corp, a division of the Mexican-based company, Industrias Monterrey, S.A. de C.V. Product line:
carbon flat rolled steel products. Geographic sales region: U.S. and Canada. Reports: 18.
 Involved in all aspects ofstart-up operations,including: hiring of staff, development of core account base (account base
originally established in 1999), team leadership, financial reporting, market research, opening the office, product delivery
logistics and corporate communications.
 Overcame significant initialchallenges – bothinternal(corporateissues)andexternal(entrenchedcompetitors).
 Continue to showcase ability to hire and lead outstanding teams.
 Establishing bestpracticesforSales and Marketing operations:programs,processes and performancemetrics.

2.  Successfully addressed majorchallengein transitioning the officefroma cost centerto a profitcenter.This includedreplacingthe
Controller,migration toSAPsystem,and integrating a newenterpriseaccountingpractices/system.
 SelectAchievements:
 Started company with budget of$220 thousandand VC of$2.5 million. Grew net worth to $25 million and sales of$90 million –
from 07/02 to 12/03. 2004 sales budget:$130 million
 Changed product mix ofpre-painted steel,resultant to 15% sales increase:$6.8 million
INDUSTRIAS MONTERREY, S.A. DE CV San Nicolas de los Garza, NL Mexico Sep 1994 – May 2002
International Business Manager (May 1998 – May 2002)
Convinced corporate executive to develop a market presence in the U.S., eliminating our need for trading companies and thus
increasing our profits. Selected to open first U.S. sales office, in Houston,TX. Reports: 3.
 Traveled to and developed market presence within geographic sales region: U.S. Canada, Middle East, North Africa, Italy,
Belgium, Germany, Spain, England and Finland. Note: exports are 40% of total sales.
 Prevented a major legal suit being leveraged against Mexican-based galvanized steel producers in 1999.
 Quickly established a “local” supplier presence,outmaneuvering and outperforming entrenched competitors.
 Part of team responsible for due diligence in acquisition of American steel company, BHP: Steelscape.
 Strengthened skills in strategic planning, market intelligence and marketing.
 Select Achievements:
 Transitioned company from working with traders to direct sales; in 1999, sold 80% through traders,in 2002 we sold only
25% through traders, with trend toward 100% direct sales model
 Leadership resulted in increased sales margin of $12.6 million per annum – in 3 years
Purchasing Manager (Sep 1994 – Apr 1998)
Provided key leadership during Mexico’s economic crisis of 1994; re-negotiated improved payment terms with our international steel,
zinc and paint suppliers, enabling our survival and subsequent recovery during this period.
 Led turnaround of on time delivery – from 50% to 85% within 2 years.
 Project manager for development of a new galvanized steel production line; cost:$80 million.
 Initiated strongerrelationships with international suppliers; transitioned relationship from “vendor” to “strategic partners .” This
ability would become a career signature and foundational to future successes.
 Oversaw staff of 21.
ULTRACRIL. Portland, OR Nov 1992 – Aug 1994
Sales Manager
Enabled the rapid growth of this company into U.S. markets. Note that Ultracril is part of the textile division of Grupo Cydsa (see
below.) Core product: acrylic, cotton and blended fiber sweaters for mass merchant, discount and department stores.Plant was located
in Guadalajara, Mexico. Initiated operations in the U.S. with Jantzen sweater division through a commercial joint venture.
 Developed majoraccounts,including Wal-Mart,Seats,JC Penny,Targetand K-Martvia private labelprograms.
 Essentially put Ultracril“on the map,” increasingsales from$1.2 million (1993) to $6.3 million (1994).
 Established skills in direct sales,product development,marketing and R&D.
GRUPO CYDSA.Garza Garcia, NL Mexico Jun 1986 – Oct 1992
Corporate Traffic Head
Establishedseveralbestpracticesforthischemicalconglomerate; GrupoCydsaproduces chemical,textile,plastics andfilmproductsvia 28
plants.OversightresponsibilityincludedQA anddelivery logistics.7500employees.
 Negotiated contractswith shipping companies;oceanvessels carried productto andfromEurope andAsia.Product includedraw
materials and industrialmachinery.
 Initiated savingsofsome $1.2million perannumin shippingcosts.
 Launcheda qualityassuranceprogramimplemented atall28 locations.
 Worked closely with the Mexican government to assure compliance with emergency and hazardous waste requirements.
 Promoted fromoriginaltitle, CompensationsAnalyst(Jun 1986– Feb 1988). In this capacity,gained aninvaluable experience in market
researchinvolving wagesandcompensation,development ofrelatedpolicies andprocedures.
Education:
Executive Business Administration Program (1-year)
Instituto Panamericano de Alta Direccion de Empresas (IPADE)
Curriculum included: decision analysis, operations analysis, financial management and leadership.
Bachelor of Industrial Engineering, Industrial and Systems Engineer
Instituto Technologico y de Estudios Superiores de Monterrey (ITESM)