From Account Management, Branch Management, Regional Operations Management, Director of Business Transitions to Vice President of Operations inter-company growth over the last 13 years. Open Communicator & Team Builder, Analytical Ability, Process Oriented Thinker, Demonstrated Mentor, Efficient Delegator. |
Regional Operations Director - West
Operational Planning / P & L Management / Operations Excellence
Director of Operations for a $400 million division of a $3.7 billion B2B distributor. Company bought previous employer in July 2004 and merged it with previously acquired related businesses to create a new division. New division has become a leading distributor in its field to customers spanning the industrial spectrum. With annual revenues exceeding $75M, the West Region operates in the United States, Canada and Mexico. The region is supported by 280 employees in 23 locations. Twelve direct reports with staffs approximating 140 employees. With thirteen years of experience, possess a through knowledge and understanding of inventory management, delivery services and program start-up. Parent company bought first acquisition in 2002 and established a leadership team to carry them forward as they purchased new businesses. With the new leadership already in place I was asked to stay on and help in transitional issues but ultimately I, and several others, ended up being downsized in December 2004.
Selected Accomplishments
•Led the consolidation or move of 3 locations saving $350,000 annually
•Redesigned program service to 2 major customers to make consolidations possible
•Worked with 2 locations to improve corporate culture and get sales, materials and operations working together
•Streamlined cross-functional operations in Midwest locations to improve overall efficiency
Key Strengths
Open Communicator & Team Builder • Analytical Ability
Positive Approach with Balanced Perspective
Process Oriented Thinker • Demonstrated Mentor • Efficient Delegator
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PROFESSIONAL EXPERIENCE:
2004 Leading B2B Distributor Minneapolis, MN
Regional Operations Director – West July 04 to December 04
Parent company acquired previous employer in July 2004
1991- 2004 Privately owned distributor Minneapolis, MN
Vice President of Operations September 03 to July 04
Promoted to Vice President of Operations by the CEO and BOD to align and direct operational functions. Company was a privately held leading distributor of production related items to major OEM customers. A key member of the Executive Team, responsible for Company-wide warehouse, customer program, and facility operations. Successfully building the infrastructure and processes to ensure consistency while meeting unique customer, location and systems requirements. Member of steering committee charged with establishing internal auditing, process mapping and training within all Company organizations and locations. Also maintained extensive involvement in quality assurance, purchasing, customer service, marketing and engineering services.
•Directed operational activities for redesign of customers programs representing 23% of total Company revenues
•Developed and executed move of #1 customer business from Minnesota to Juarez, Mexico, involving international contracting, licensing and recruiting
•Orchestrated closeout programs leading to significant inventory and revenue gains
Director of Business Transitions May 03 to September 03
Promoted into this newly developed business transition role to lead initial business startup, customer redesign and customer closeout programs. This position was also responsible for new employee training.
•Re-invented new customer program ($8M revenue) after initial startup
•Closed-out $2 million in lost businesses
•Utilizing third party, opened Texas facility in 3 months with no capital expenditures
•Significantly improved customer relations with #2 overall customer location in the Midwest ($6M revenue), through diagnosis and resolution of cross-functional process-related errors
Director of Operations, Central Region January 03 to May 03
Promoted to lead Central Region delivery, processing, shipping, kitting and packaging functions. Responsible for all divisions plus affiliated branches east of the Rockies, $59 million in sales.
•Took “ best practices” established in previous responsibilities and implemented them in new locations to improve inventory accuracy at new locations
•Redesigned Texas warehouse to improve efficiency while reducing headcount and overtime
Director of Operations, Midwest September 02- January 03
•Added main central distribution hub to responsibilities (total divisional sales $26 million)
•Eliminated management layer in main hub while significantly increasing warehouse efficiency
•Sent to Texas to evaluate warehouse and operational challenges. Implementation of action plan resulted in positive turnaround
•Got involved with Mexico business. Due to changes implemented, company saved $300,000 annually
•Set up new location to service new OEM customer, $6 million in sales, 12 employees
Remote Branch Manager March 00 to September 02
Promoted to take responsibility for 9 Midwest based remote facilities in Minnesota, Iowa, Wisconsin, South Dakota, Alabama and Illinois ($20 million in sales). Central distribution hub was not included at this time. Created open communication and instilled a better relationship between corporate, central hub and the remote facilities.
•Mentored and created better leadership in remote locations
•Merged 3 Iowa branches into 1 branch saving $250,000 annually
•Trained special teamwork program at all locations
Sr. Account Manager October 93 – March 00
Account Manager responsible for over $5 million in sales.
•One OEM account went from $800,000 to $3.5 million during my time on the account
•Second startup account was $600,000 to start, now $6 million plus
Branch Manager November 91 – March 00
Managed all aspects of remote Midwest branch. At the same time managed customers, provided operational and program design knowledge to other areas of the company.
•Designed purchasing analyze improvements saving hundreds of man hours per year company-wide
•Developed a low-volume program to help reduce company-wide inventory levels
•Instituted facility documentation for processes to aid in cross training and new employee training
•Hired and trained management and warehouse employees for new branch in Illinois
1984 - 1991 Winnebago Industries Forest City, Iowa
Parts Sales Supervisor
Parts Sales was a $4 million after-market parts department providing Winnebago dealers with OEM and specialty RV purchased parts.
•Created and produced a retail catalog for dealer use, increased sales by $1 million
•Redesigned order entry computer system to decrease time needed for orders
•Created a technical bulletin program to advise dealers of parts related changes
EDUCATION / TRAINING / OTHER
1993 Middle Management Training Program UCLA
Company sponsored training in Los Angeles. Consisted of four trips to LA, 2 days of classes each trip. Training was lead by UCLA professors.
1976 - 1978 Dakota County Area Vocational-Technical Institute Rosemount, MN
Auto Mechanics
While auto mechanics is not a normal lead-in education for the business world, I have found that my analytical ability comes directly from this education. The ability to look at a problem, diagnose the needed repair, and execute the repair, have converted from mechanical issues to business issues including root-cause analysis, process improvement and establishing measurables for a more robust business process. |
