Chief Operating Officer

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Position
Chief Operating Officer
Location Confidential
Yes
Willing to Relocate
Yes
Industry
Consumer-Packaged-Goods
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$200,000 to $400,000

Resume Summary
Executive specializing in growth, turnaround and value creation. My CPG experience spans the full range of business challenges from start-up to turnarounds to ownership transitions. Excels at creating strategies and leading execution to drive growth, sustainability and ROI.

Resume Body      CHIEF OPERATING OFFICER

SENIOR EXECUTIVE PROFILE
• Growth • Turnaround • Value Creation

Providing both quick acceleration for immediate results and steady fuel for sustainable performance and long-term shareholder gains.

My experience spans business services and food and beverage industries and the full range of business challenges from start-up to turnarounds to ownership transitions - identifying opportunities, creating strategies, and leading execution to drive stalled organizations to vibrant growth and profitability. Whether challenged to launch, turn around, expand, or reinvent the organization, I have consistently delivered growth, sustainability, and significant ROI. Broad expertise includes strategic planning, business development, change management, acquisitions, organizational streamlining, strategic alliances, process reengineering, plant operations, supply chain management, customer service, sales and human resources functions.

EXPERIENCE

LABRIOLA BAKING COMPANY, Chicago, IL 2010- Present
The mid-western market leader in Artisan Breads, Rolls and Pastries

Chief Operating Officer
Responsible for developing the blue print plan for scaling the organization through successive multi-year double digit organic growth including organization design, sales development, bakery operations streamlining and supply chain processes, change management initiatives, best practices and new bakery expansion.

 Introduced a new strategic plan, mission and vision [to all employees] to scale the business 100% over the next 5 years.
 Guided the business through a new bakery start-up [175,000 sq. ft. facility] with advanced Daub oven technology and frozen storage expansion
 Improved bakery production scheduling and enhanced productivity to reduce direct labor hours by 15% and improve on-time delivery performance by 50%
 Identified and initiated a new pretzel [category] strategy to propel organic growth while protecting the pure play of artisan breads, rolls and pastries
 Reduced dough waste by 45% through focused process improvement and execution
 Received AIB Superior Certification rating on “first ever” bakery audit
 Successfully negotiated co-pack agreement with a leading multi-billion $ North American Bakery

G&K SERVICES, INC., Chicago, IL 2000 – 2009
A $1 billion leader in branded identity apparel programs and facility services

Regional Vice President
Responsible for developing and executing multi-year business plans, P&L, sales, revamping hiring and succession planning, introducing change management initiatives, best practices, and Six Sigma disciplines, and streamlining plant operations and supply chain processes for a $100 million business with 850 employees, eight plants, and seven branches

 Reversed a trend of negative organic growth and declining productivity to produce a 5% gain in organic growth and a 50% increase in operating margins
 Raised customer retention by 150% after boosting contract renewals and customer-centric behaviors
 Enhanced sales penetration productivity by 40% and new account sales acquisitions by improving sales hiring and training and reinvesting operational savings to expand the field sales team by 35%
 Expanded customer and market share growth and top-line revenue by 35% by integrating three acquisitions
 Improved gross margins by over 15% in Louisville, Chicago/Rockford, and Kingsport by attaining synergies and increasing productivity and customer retention
 Increased operating margins by 8% by revamping standard operating procedures to reduce plant costs and absorb wage and inflation increases through automation, productivity gains, and training
 Spearheaded organizational redesign and training to support a conversion to salesforce.com
 Introduced Oxicon new hire assessment tools and converted the route sales force to handheld technology to improve sales force productivity and customer satisfaction

WESTON FOODS, INC., Toronto, ON 1982 – 2000
A $1.1 billion North American producer of fresh and frozen bakery and dairy products

Vice President & General Manager, Food Service, Weston Bakeries/Ready Bake (1998 – 2000)
Responsible for reorganizing the sales organization, implementing changes in staffing and training, and managing branding for a $100 million bakery foodservice division with 15 operational plants and 5,000 employees

 Prompted a 17% growth rate in the first year
 Designed a business strategy to leverage the combined product offerings of nine regional companies by consolidating into one sales division
 Propelled immediate growth in quick serve restaurants by establishing the national account team
 Developed new product offerings to produce fresh hamburger buns for Harvey’s and Wendy’s and frozen rolls at Cara Foods

Vice President of Marketing, Weston Bakeries/Ready Bake (1998 – 2000)
Responsible for managing business and strategic planning, branding, product development and pricing, advertising, and promotions

 Launched Country Harvest bagels, which attained first year growth of 70% over plan, won the Grand Prix New Product Award in 1999, and became the top grain bread in Canada
 Consolidated eight national brands into four, which improved organic growth and increased efficiencies
 Propelled Wonder white bread to the top market share position in Atlantic Canada
 Achieved top market share for D’Italiano rolls by introducing the firm’s first national promotional campaign to drive in-store merchandising displays and trade advertising
 Planned and implemented the consolidation of regional marketing infrastructures into a national organization to improve market share, category growth, and innovation
 Introduced national advertising and promotional campaigns to drive growth in core brands and to leverage commercial brand equities for in-store bakery par-baked categories
 Created long-term portfolio plans for rationalizing product SKUs to promote plant operating efficiency and market share for fresh and frozen bakery items

President & COO, Neilson Dairy (1994 – 1998)
Responsible for a $400 million company overseeing business planning, sales, marketing, human resources, and plant and franchise distribution operations with 350 employees, five branches, and two plants delivering products to grocery, convenience stores, foodservice wholesale markets

 Secured over 20% of the market share and exclusive positioning with micro-filtered milks, which improved retailer and processor gross margins and received the 1996 and 1997 Grand Prix New Product Awards
 Negotiated long-term union contracts that were 40% below industry standards by outsourcing milk processing, which resulted in a $15 million improvement in profit and the best in class benchmark results in a Cornell University study


WESTON FOODS, INC. continued: 1982 – 2000
A $1.1 billion North American producer of fresh and frozen bakery and dairy products

Vice President, Business Development, Neilson Dairy (1991 – 1994)
Responsible for rebranding the fluid milk product family with new product innovations, marketing ventures, and distribution channels to supplant $60 million in revenue following the sale of the ice cream division

 Fueled $20 million in sales growth by developing and implementing a first-entry strategy that incorporated foodservice wholesale distributors and petroleum convenience stores
 Spearheaded a new marketing venture with Cadbury Brands to introduce milkshakes in dairy cases across Canada, a first-entry position for confectionary brands
 Capitalized on internal cost-to-serve efficiencies by introducing new pricing strategies for bulk milk SKUs and reconfiguring warehousing and order picking systems
 Established a first-to-market position of fresh pasteurized soy beverages in the dairy case


Vice President, Sales & Marketing, Neilson Dairy (1990 – 1991)
Responsible for creating and implementing sales and marketing plans for national accounts, foodservice chains, and franchise distributors, directing trade advertising, promotions, and pricing strategies, and conducting quarterly reviews

 Reconfigured the franchise distributor system and revitalized the sales and marketing organization following the sale of the ice cream division to Sealtest – Ault Foods
 Propelled budget and volume growth for key brands, including Häagen-Dazs, Neilson, Neilson-Cadbury premium ice cream, and Dole juice bars


General Manager, Danone Yogurt, Neilson Dairy (1987 – 1989)

Responsible for devising and implementing marketing and sales plans to grow the Danone brand and market share, coordinating agency and trade co-op advertising campaigns, and managing key accounts

 Attained an 8% market share in the first year after introducing Danone to the Canadian market and increased market share in the second year to 12.5%
 Grew incremental grocery shelf space listings to increase commodity listing exposure to 50%


EDUCATION

Bachelor of Arts, Economics, University of Guelph, Ontario, Canada
Leadership Training, Menninger Institute, Topeka, KS

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