Re-engineered operations in growth and turnaround environments with full P&L accountability. Improved operating functions utilizing unique combination of operational and financial management expertise. Built and restructured complex organizations to increase efficiency and profitability. Demonstrated success controlling costs, reducing risk, and managing growth for increased profitability. Creative and innovative problem solver skilled in strategic planning and implementation. • Developed company operating strategy decreasing Southern States expenses by $450K. • Within 8 months filled a 100,000 SF facility with NEW warehouse clients-$625K annual sales • Decreased cost of goods 12% for Bella Cucina, saving $600K annually. • Overhauled operational processes for Dauphin/Fostoria, increasing revenue $1.5M. • Increased revenue annually by 30-37% and increased profit 41% during 7 years at NDC • Reduced payroll costs $245K and improved operational processes dramatically. • Formalized purchasing department, instituting cost of goods tracking, saving $245K. Key Skills: Implementing growth strategies in highly competitive markets. Articulating vision and strategic direction while achieving optimal performance. Assessing organizational deficiencies. Designing and implementing change management solutions. Recruiting, leading, and motivating teams to improved performance through LEAN MANUFACTURING and SIX SIGMA practices. BBA, Supply Chain – Logistics (Traffic / Transportation), Spencerian College (Concordia College). SELECTED ACCOMPLISHMENTS Developed and implemented an operating strategy that decreased Southern States expenses by $450K. .Productivity targets required reduced expense costs. .Reviewed all operational and developed a three year operating strategy. .Implemented restructured space utilization, reallocated labor and improved warehouse productivity by 92%. Turned around failing business by reorganizing infrastructure for Bella Cucina. .Developed reorganization plan by analyzing existing loans, available options, and company assets. .Relocate business into company owned facility from current leased facility. .Applied for 10 year tax abatements, consolidated loans, and obtained SBA loan for current debt. .Restructured business practices, returning business to profitability in less than a year. Decreased cost of goods 12% for Bella Cucina, saving $600K annually. .Created and implemented a "pay-as-you-go” agreement with many vendors. .Reduced COGS (cost of goods sold) to 36%. Overhauled operational processes for Dauphin/Fostoria, increasing revenue $1.5M. .Increased revenue 35% through new client sales and enlarging current client sales. .Rehabilitated a 1,000,000 SF, 24/7 contract facility by implementing new chain of command, focused department heads and revising the 3-8hour shifts to 2-10 hour shifts. Restructured sales & marketing, increasing revenue stream $1.8M for Bella Cucina. .Hired a national sales manager for tradeshows, a National accounts manager, and a broker network manager to ensure a fast pace new account sales revenue . .Revised the traditional broker sales network to a more focused food broker network Designed and Implemented key business practices for National Distribution Centers resulting in; .Increased revenue annually by 30-37% and increased profit 41% during 7 years .Developed and maintained an annual Business Plan and Marketing Plan; .Provide liaison focus to developing and Accounting/Warehouse Management/Technology operating system .Developed a process to identify the facility profitability position on a daily basis .Created/developed a consistent advertising process .Established a uniform process to rate/cost business opportunities and maintain a systems annual audit process; .Uniformed/upgraded the company’s response process to RFP’s and RFI’s. Formalized purchasing department, instituting cost of goods tracking, saving $245K. .Set product pricing for various sales channel segments and published new pricing that ensured all products were sold at a targeted profit level. Created efficient HR function, lowering cost of healthcare for both employees and company. .Designed and instituted employee evaluation and bonus programs. .Revised existing employee handbook. .Re-negotiated healthcare plan, providing better coverage and at less cost to employees and company. CAREER HISTORY SR. Vice President-Warehouse Division, DCI Logistics, Inc.-Atlanta, GA 8/2008 – 3/1/2009 – .Full P&L responsibility for company operation and administration (Customer Service-Inventory Control). .Implement and direct company Marketing and Sales focus consistent with company business plans Vice President of Business Development, Scott Logistics, 10/ 2005 to 8/2008. .Research and purchase warehouse companies for Scott Logistics .Developed new business for Scott Logistics and Scott Carriers maintaining a $3.5 new account sales Pipeline. .Developed and maintained a Business Plan / Sales & Marketing Plan .Full P&L responsibility for a 400,000SF warehouse facility. General Manager, Bella Cucina Artful Foods, 3/2004 – 10/2005. .Full P&L responsibility for a $6M privately owned specialty food manufacturing company. .Directed all operational areas, customer service, and sales / marketing. .Authored progressive business, sales and marketing plans. .Rehabilitated company, increased profitability and productivity, and streamlined operations. VP Operations / Business Development, Southern Bonded Warehouse Company, 3/2001 – 3/2004. .Managed staff of 40 and $3M budget. .Developed, implemented and directed marketing and sales strategies. increasing new client sales 20% annually .Designed and instituted new customized advertising program, including company logo. .Handled client relations, developed new business, and established and conducted contract negotiations. Chief Operation Officer for National Distribution Centers, 3/1993 –3/ 2001. .Full Profit and Loss/General Ledger/Balance Sheet, growth/direction setting. .Managed 52 national locations, approximately 4 million square feet of warehouse space with a workforce of 860 people and annual revenues in excess of $70 MM Early career: Vice President & GM, Dauphin / Fostoria Distribution Services. .Headed company operations and sales development efforts for distribution services firm. Managed staff of 30 and $21M P&L. Managed sales , marketing, logistics, transportation fleet, customer service, inventory control, finance and administration. General Manager Distribution Services, Joan Of Arc a $100M canned good manufacturer. .Managed logistics and cross-trained (Plant Manager) in other company functions.
