Scott G.

About Scott G.

Most leaders start with reports.I start on the floor.I’ve spent my career owning operations and revenue.That’s where the truth shows up.I walk the floor, talk to operators, and trace where execution breaks, whether it’s inventory, vendor performance, pricing, or unclear ownership.Because when execution breaks, revenue follows.I’ve worked closely with pricing, national accounts, and customer commitments throughout my career, not from the sidelines, but where they’re made and kept.Then I fix the structure. No theory. Just execution.• Define ownership and decision rights• Install daily and weekly operating cadence• Tie performance to measurable outputs that show up in the P&L• Align operations, pricing, and customer commitments• Tighten inventory, vendor performance, and execution consistency across sitesNo noise. No committees. Just accountability that drives revenue.At Ryder, I inherited a $15M division with declining service, churn, and inconsistent fulfillment.Rebuilt supplier performance, tightened SKU and pricing discipline, improved reliability, and grew the business to $80M+.At NXTPoint, I stepped into a $90M network with inconsistent delivery and weak cross-site ownership.Aligned execution across 35 locations to customer commitments, restored on-time delivery to 98%, and increased profit 133%.In my own business, I built and owned the commercial model end-to-end.Scaled to SKUs, structured supplier partnerships for growth, secured exclusivity with a European manufacturer, and built an acquisition-ready company within 24 months.Clarity drives accountability.Accountability drives execution.Execution drives revenue.If it’s broken, I fix it.If it’s working, I scale it.Target Roles: VP Operations | Director of Operations | General Manager | Commercial & Growth Leader

Experience

1. Founder

   Scott Gates Advisory Group

   Sep 2025 — Present · Jacksonville, FL, US

   Partner with mid-market and PE-backed businesses where margin is leaking and revenue isn’t converting. Get inside the business, identify where execution breaks, and install the operating discipline that drives measurable P&L impact.In a recent engagement, a rapidly scaling Jacksonville-based business was absorbing avoidable cost through heavy distributor reliance across a core product division. After identifying the issue, I worked directly with manufacturers to align supply strategy with growth objectives while respecting existing channel structures. Secured direct supply agreements with several manufacturers at materially improved cost structure, delivering a 20–30% margin lift across targeted categories within the first contract cycle.• Redesign pricing architecture and enforce revenue discipline, eliminating discounting behaviors and protecting margin• Build KPI-driven operating cadence, aligning leadership around cost-to-serve, performance visibility, and accountability• Rebuild underperforming sales functions, tightening process and conversion discipline to close the gap between pipeline and realized revenue• Engage on retained advisory and targeted transformation mandates based on client scope and urgency

Education

• Harvard Business School Online

  Executive Education, Contract Law

  2021 — 2021