PROFESSIONAL PROFILE
Results driven Senior Executive with demonstrated success in General Management responsibilities including: sales, marketing, and operations with American Hospital Supply Corporation/Baxter Healthcare, Samson Industrial, and Hope Lumber & Supply Co. Complete P&L responsibility. Extensive experience in acquisitions, turnarounds, and business culture integration. A record of success in leading organizations with value added product lines, multi-site dimensions, and strategic sales processes, while driving results in the highly competitive and changing environments of 3 dynamic industries.
Most recent industry experience in the building materials sector in the southern United States leading a sales growth strategy focused on acquiring independent building materials distributors and consolidating the businesses in order to pursue profitable sales growth and long term relationships with large national homebuilders. As the senior sales executive in the organization an aggressive pace was set. The ability to communicate effectively and plan for the integration of respective company cultures was important to maintaining the growth of profitable sales with the major customers of each of the acquired organizations.
In the previous role I was the CEO of an industrial distribution business. The business was built through the acquisition and integration of 6 independent industrial distributors during a 7 year period. In late 2001 the parent company made a strategic decision to focus capital on the core energy business. I was charged with marketing the business to public and private investors. Going into the sale process it was clear that my continuing leadership would, or would not, be necessary depending on the circumstances of the eventual acquirer. It was critical that in order to maintain the momentum of the business that this responsibility was handled with complete confidentiality. The presentation of the business was made to 15 potential buyers over the course of 8 months. The sale was accomplished while continuing to successfully execute upon all operating responsibilities of the business, as President. The new owner had a President/CEO and therefore, when the transaction was completed, I pursued opportunities outside of Samson Industrial. The successful completion of my charge provided (i) a desirable return to the parent, (ii) no disruption to the businesss customers, suppliers, or employees, (iii) positioning of the business for continued success and (iv) an opportunity for me to progress my career to the next level.
My objective is to obtain an executive leadership position within a dynamic and growing industry. I bring the greatest impact in an environment where real change is necessary in order for the organization to progress. I believe that my skills are most valuable in an environment that is customer focused and sales driven. By developing a team of motivated individuals, and creating a level of cooperation and competition I can effectively move a business forward in a way that creates compelling value for shareholders, customers, and employees.
PROFESSIONAL HISTORY
Hope Lumber & Supply Co July 2003 to April 2005
Vice President, Sales and Marketing
Led the sales and marketing efforts of a building materials business which will have fiscal 2005 sales of $1 billion- with 50 operating units, 180 outside Sales Representatives, and a culture based on achieving market leadership through aggressive pursuit of profitable sales growth.
Grew Sales in fiscal 2004 to $770 million from $512 million in 2003 through organic and acquisitive growth strategies
Created a National accounts program that delivered the companies first national agreements with two major production home builders. The impact of the agreements was business in new markets, additional penetration in existing markets, and increased sales of value-added product lines
Developed and implemented a strategy to increase the company-wide sales of higher margin value-added materials including millwork, doors, and trusses.
Designed and delivered a sales training program that increased the skill and impact of the field sales managers. The program resulted in increasing the field sales managers impact in directing their respective sales teams to higher return and higher volume account targets
Developed a large account strategy model that delivered new business in 5 large builders accounting for $30 million in new sales during 2004- KB Home, Bowen Family Builders, D.R. Horton, Beazer Homes, and Lennar Corporation.
Elevated the companies overall approach to selling through the development of professional sales skills and more effective sales support materials.
Chartered a Sales Leadership Council involving 12 of the companys top sales people that convened twice a year with the executive team to discuss critical issues including customers, suppliers, sales force, and vendor base.
Provided to the organization a high profile leader who served to motivate and elevate the selling process across the company
Samson Industrial Corporation, Tulsa, Oklahoma 1995 to 2003
President (11/96 6/03)
Leader of a $60 million value added industrial distribution business created through a strategic consolidation strategy. Operating out of 12 branch locations and with 240 employees in the Southeast, the business has grown to achieve a market leadership position in each of the markets served.
Led the organization through an acquisition growth strategy, moving revenues from $25 million to $60 million in 4 years.
Guided financial turnaround from a $2.2 million loss to a $4.0 million profit in 3 years through the execution of sales, gross margin, and operating process improvement strategies.
Executed the successful acquisition and integration of 6 independent businesses into a unified and performance driven corporate culture.
Instilled a focus on financial management that moved consolidated return on assets from 7% to 22% during a 2-year period, from 1999 to 2001.
Achieved a 30% ($3.0 million) increase in cash flow in 2002 through a working capital strategy that leveraged supplier liabilities, and enhanced the overall cash conversion cycle.
Restructured, hired, and trained the sales force to focus on profitable penetration of large target customers in process industries.
Developed a joint venture with 2 other regional distributors in order to provide national accounts with a single industrial supply solution.
Instituted a strategic sales process that delivered national contracts with BASF Corporation and International Paper and resulted in $2.5 million in new business.
Drove Gross Margin improvement from 32.5% to 35% with the successful implementation of a Sales representative commission plan based on account operating income contribution.
Chief Operating Officer (02/95-10/96)
Executed the financial turnaround of 3 branch businesses- transforming them to cash flow positive in 18 months.
Moved the organization from 6 independent information systems to one ERP system in less than 18 months while still maintaining sales and profit growth.
Implemented a hub and spoke distribution model that returned $400k to the income line in the first year and increased inventory turns by 1x.
Led the creation of intense sales driven culture with in an environment that had previously been characterized by individual local business cultures.
Utilized an activity based costing model to evaluate customer profitability, stratify pricing, and rationalize the companies value added service offering.
In the fall of 1994, Spencer Stuart contacted me regarding an opportunity to join Samson Industrial as the Chief Operating Officer. I was attracted to the position with the prospect of running an organization that was committed to building a business through both organic and acquisitive growth, and which with my leadership would become a high value business. The move to Samson Industrial would provide me the opportunity to apply the sales, marketing, and operations knowledge that I gained in during 13 years with Baxter. I am pleased that I made the move.
Baxter Healthcare, Deerfield, Illinois (American Hospital Supply Corporation) 1982-1995
Vice President, Customer Logistics, U.S. Distribution- Chicago (1/94 1/95)
Designed and led the implementation of the value added service strategy for the Midwest
Developed QuaniTrac system for cost tracking of value added services delivered to customers
Key customer sales relationships with Premier, Sun Health, Alverno, and other major health systems
Vice President, Quality and Customer Satisfaction, Hospital Supply Division- Chicago (2/93 12/93)
Led development of Regional Business strategies for eight regions in the Midwest Zone. Directed Region Managers in the research, analysis and planning.
Vice President, Scientific Products Direct, Scientific Products Industrial Division- Chicago (1/92 1/93)
Led the develop and implementation of the Divisions telephone sales and marketing strategy for a team of 45 sales, customer service, and technical support professionals focused on establishing the benchmark for sales and service to the Industrial laboratory customer. Delivered $55 million in annual sales for this startup venture. Return on working capital of 35%.
Vice President, Valuenet, Scientific Products Industrial Division- Chicago (4/91 12/91)
Developed the strategy and led the implementation of divisions customer partnership business unit.
Midwest Area V.P./General Manager, Scientific Products Industrial Division- Chicago (1/88 3/91)
Led a team of five Regional Managers and 45 Sales Representatives to earnings plan over- achievement in 1988 (107.5%) and 1990 (103.0%). Annual sales of $120 million.
Successfully signed primary supplier agreements with major division customers Abbott, 3M, Northwestern University.
Region Manager, Scientific Products Industrial Division Detroit (7/85 12/87)
Region Operations Manager, Scientific Products Division New Orleans (1/84 6/85)
Various Management Positions (1/82-12/83)
MOTOROLA CORPORATION, Schaumburg, IL 1980- 1982
Sales Representative, Communication & Electronics Division, Lansing, Michigan
EDUCATION
MBA, Concentration in General Management, Western Michigan University (1981)
BBA, Major in Marketing, Western Michigan University (1979)
PERSONAL
Married
Activities and Interests: Volunteerism (Board of Directors- Cascia Hall Preparatory School), Fitness, Golf, and Music.
REFERENCES
(Available upon request) |
