Senior Operating & Management Executive
Operations | Sales & Marketing | P&L
Commodities, Manufacturing, Business
Consistently successful in delivering increased revenue, profit and market share ... developing strategies and instituting infrastructures to maximize efficiencies ... building and leading diverse teams across multiple operations.
Driven to succeed at any initiative. Design or realign business models within complex organizations, rebuild business portfolios, and optimize matrix operations. Cross-management focused.
National Director of Industrial Sales - 2006 to Present
Met with COO / Executive Vice President of Sales and Marketing during company acquisition phase and was requested to assume position as National Director of Industrial Sales for seven manufacturing facilities in the US contributing 95% of the company’s >$150 million annual revenues.
Charged with realigning sales mix in all regions and integrating the new supply chain strategy into the business model. Monitor market trends with goal to balance production with demand / supply against sales.
New Business & Sales Development / Realignments
• Analyzed and implemented organizational processes, product strategies and requirements; restructured and built a new team for sales in two national sales regions to position the company against competition. Designed sales strategy and business model to centralize operations within regions, deliver cost stability and incorporate the new supply chain strategy.
• Revitalized the Western Region by developing and implementing a strategic plan to reposition for growth.
Results:
- Drove price advancement over 35% within a concentrated timeframe (2.5 months), without losing dominant market presence in the geography or momentum of sales volume, and continually meeting customer demand.
- Overturned a negative contribution of $200K monthly rate, realizing +$1.2 million contribution annualized fixed.
- Established “Price Leader” status with average selling prices 6-7% higher than competitors, driving quality and customer service. Target for 2008, increase of 2 points while maintaining market share.
• Improved the business model for the Midwest facility, closely monitoring the market index, which was unfavorable to the location’s P&L. Retained all business; properly managed two key accounts totaling 80% of volume for the location with $55 million in sales.
Results:
- Delivered a positive push for the location, driving per month PBT from –$200K to +$450K ($650K per month improvement).
• Currently reviewing a third location’s P&L and market trends. Anticipate embarking against formidable competition entering the market, while supply chain considerations are also being reviewed for realignment. Challenged to instigate assertive strategies and innovative business model to counter competition and maintain market status.
• Introducing to the market place, programs that would serve to mitigate market risk / volatility for both the company and customer base. This “Partnership Program” allow end users to reliably budget long-term ingredient costs, while allowing for predictable margin stream for the company.
Plant Manager (1999 to 2006)
Sales Manager (1997 to 1999)
Operations Manager (1995 to 1997)
Production Manager (1985 to 1995)
Managed a $45 million facility including oversight of all aspects of operations, manufacturing, procurement, distribution, quality control, inventory control, R&D, logistics, facilities management, marketing and sales. Full P&L and financial responsibility; $15 million operating budget; $1 million capital budget. Worked closely with team regarding contractual agreements, collections, and labor disputes. Led export marketing opportunities throughout Europe and the Far East.
Member of senior management team that formulated Division’s strategy and objectives.
Strategic Planning & Leadership
• Helped lead a complete restructuring of the sales approach in 2004 to mitigate effects of poor business agreements that caused a $1.8 million (annualized) loss to the bottom line. Results: Reversed $1.8 million loss position to $1.2 million profit position within two years.
• Built a management team of 5 direct and 8 indirect reports to oversee a workforce of 150 employees, operating 3 shifts, 7 days a week.
• Led all sourcing of raw materials as well as product sales pricing. Results: Consistent selling price in relationship to market; more efficient raw material sourcing; and consistent profits through different market periods.
• Established processes, systems and cost centers to align contractual commodity agreements with operating costs and market conditions. Routinely delivered Sales & Marketing costing / market impacts while exploring new opportunities.
• Participated in planning sessions with consultants contracted by the corporate office to develop and refine a cost accounting system.
• Led the Division as Optimization Coordinator from 2004 to 2006, supporting the balance of long / short positions. Worked closely with other Facility Managers, for an estimated savings in working capital of over $350,000 annualized by capitalizing on use of internal supply versus external purchases.
Operations Management
• Slashed production, inventory, and labor costs. Results: Saved over $1.5 million (annualized).
• Reorganized the work force and executed a 30% work force reduction. Results: 14% ($500K) reduction in labor costs during severe market conditions in 2003.
• Reduced inventory 25% during 2003 as another counter measure to offset market conditions for that period. Results: Generated $1 million in working capital.
• Upgraded capital equipment for a projected 18-month ROIC. Results: Cut equipment energy / fuel costs at an estimated 7%.
Product / Business Development – Marketing & Sales
• Led a complete restructuring of the product line from strictly commodity-based to value-added products generating higher profit margins, to break away from market cyclical influences and result in even and consistent margin expectation.
• Member of a team that launched a retail initiative, as Product Development coordinator, requiring plant from concept to delivery into test market. Successful product launch positioned the company, ranking among the top 10 producers and processors.
• Developed new marketing concepts, for entrance into bulk type Industrial applications. Results: Converted 50% of revenues to that product line, delivering not only better margin opportunity but also improving Quality Management for the facility and end users.
• Continually re-focused sales efforts on market segments generating higher profit margins as market conditions and facility performance were tracked. Strengthened relationships with key industrial accounts. Results: Personally closed $10 million in gross sales, within the last year.
• Continuously built relationships with the trade to develop new opportunities for supply source or marketing. Worked closely with supplier / co-packers with current business and new opportunities for product / marketing concepts.
• As Sales Manager in 1998, introduced a new product line into the market and initiated a Price List program, designed to administer prices through existing broker network while delivering margin strategy during growth period. Results: Generated $6 million additional sales in the first year.
EDUCATION - B.S. Communications
PROFESSIONAL AFFILIATION - International Food Technologists |
