Jordan Nold

CEO of an employment advocacy company that aims to help mistreated workers. We finance litigation for potential plaintiffs of employment cases which may include unpaid wages, wrongful termination, and sexual harassment. As CEO, I launched the company from scratch and built everything from the ground up. We set the standards that we wanted to meet and then exceed them, and within the first 19 months of the business we generated roughly $40 million dollars in total employment law claims.

As COO of The Three One Marketing agency I oversaw a team of highly skilled sales and marketing professionals.

As President/COO at Park View Legal, I oversaw all of the operations and sales of our credit repair service company. This was a full-service call center that I grew from 25 seats to over 150 seats within 4 years. My main objectives were recruiting high quality talent from our C and VP level all the way down to our support staff in CSR positions. I developed a two-stage sales process to increase revenue within the company from roughly 2.5 million a year to over 30 million a year in revenue. I also took our margins of around 20% and grew them to 42% by splitting the sales process into an S1 and S2 roll. We were able to qualify a higher number of our leads at our S1 role and then put the client through a secondary sales funnel (S2) to charge a larger upfront fee for credit repair. Once I completed the upfront sales process, I then focused on growing revenue on the backside. Our average client life cycle was 5 months at the time I came on board and I increased it to 18 months on average by offering great value to our client, creating an online portal, and offering more competitive fees.

As Director of Sales in SoCal, I oversaw a team of 50 people at Orkin. Orkin is a publicly traded company with revenue of $1.8+ billion dollars and 15,000+ employees worldwide. During my tenure at Orkin I took our division from 37th in the overall company to 8th in the company for revenue by division. This was achieved by three key factors: 1: Recruitment of better talent. When I came on board, our recruitment process and pay structure was subpar for a publicly traded company. I introduced new tools and a more comprehensive and aggressive compensation plan to attract better talent to our business sector that have been traditionally overlooked by higher quality candidates. 2: Improving client retention. My team increased client retention from five years on average to seven years. The approach was simple yet effective: When clients hit the 4 and 5 year mark, I would have my sale team stop by the client personally and drop off an Orkin Mug, or movie tickets. If it was a larger account, I would allow the reps to take them out to a reasonable priced dinner and get them to sign the renewal contract. 3: Increase referrals from happy clients: Orkin relied heavily on commercials, radio ads, billboards, and some print ads. They literally had no referral program, and within six months of implementing a referral program in my division, our sales figures went up 20%.