Joseph R. McCarthy

**** **** ****** ******, ****, New York 14057

Cell: 716-***-**** Home: 716-***-****

acqy3i@r.postjobfree.com

Chief Operating Officer / General Manager

Senior executive with extensive operations management experience and the ability to take an organization from startup or stagnant growth to sustained profitability. Strong leadership skills and problem solving abilities. Committed to excellence in product/service delivery, leading to positive bottom line enhancement. Areas of expertise include:

Multi-Site Operating Management

Revenue and Profit Growth

Strategic Planning

Business / Technology Infrastructure

Customer and Public Relations

P&L Responsibility

Professional Experience

SHEA’S PERFORMING ARTS CENTER – Buffalo, New York 2009 to 2014

Western New York’s premier theatre and entertainment complex

Director of Operations

Recruited by President of Shea’s to help take the operation to the next level of excellence. Senior Manager in charge of volunteers, facilities, security, front of house duties for all performances, concessions, restaurant, budgeting and all major projects.

Initiated an energy conservation program that resulted in a $200,000 yearly reduction in utility costs.

Eliminated chronic turnover through coaching, open communication, proper scheduling and team building. No turnover in the last three (3) years.

Trained and increased volunteer force to over 1000, as the largest volunteer force in Western New York.

Opened new restaurant (Della Mostra) leading to a 500% increase in profits.

Added new concession items leading to a $100,000 increase in profit on one item alone.

Senior Manager in charge of opening the old Studio Arena complete with new volunteer force.

Hunt Commercial Real Estate Corporation - Buffalo, New York 2002 to 2009

Western New York’s oldest and leading commercial real estate company.

Chief Operating Officer

Recruited by the Hunt Family to be the first non-family member to head the organization’s commercial brokerage since its inception in 1911. Full P&L responsibility for this $100M+ operation; accountable for budget preparation and adherence, new business development, and cost controls.

Initiated an intensive recruiting program to add agents to our roster leading to an increase in market share the last three years.

Grew agent population from 14 to 40 agents, propelling Hunt Commercial from No. 4 in Business First magazine rankings of commercial real estate firms in 2002 to Number 1 in 2003, 2004, 2005, and 2006; the company should achieve the same honor in 2007.

Established Rochester Office in 2003 (profitable in two years) and opened Syracuse Office in 2007.

Revitalized corporate culture by adopting “Good to Great” disciplines, and instituting continuous employee training to achieve aggressive sales and profit goals.

Personally named to Top 100 “Who’s Building Western New York” by Business First magazine.

Doran & Murphy, LLP – Buffalo, New York 1996 to 2002

Law firm specializing in the Federal Employer’s Liability Act (FELA), serving railroad workers throughout the U.S.

Firm Administrator

Member of senior executive team with responsibility for recruiting new attorneys and employees, marketing (website, yellow pages, advertising, firm publications), facilities management, and negotiating all vendor contracts. Managed a staff of up to 30 supporting 7 attorneys.

Grew the firm’s settlement revenues and increased staff from 3 attorneys and 8 associates in 1996 to 7 attorneys and 30 associates in 2002.

Served as lead contact for all local and national union chairmen of all the major national railroads.

Increased coverage from 3 states to 13 states by planning, marketing, and coordinating medical screenings, leading to new opportunities in markets never before serviced.

Converted practice to ABACUS case management system, increasing productivity.

Professional Experience (Continued)

Comairco Equipment, Inc. – Buffalo and Rochester, NY; Ottawa and Toronto, Montreal 1993 to 1996

Distributor of industrial pumps and compressors, with headquarters in Montreal.

General Manager – Comairco Equipment, Inc. (1994 to 1996)

Retained by new Canadian owners as General Manager of U.S. operations, with responsibility for integrating new corporate culture into existing operations. We were profitable from day one, despite change in name.

Relocated local operations to a more suitable location, enhancing productivity, corporate image, and employee pride and morale. Hired new staff to augment service levels.

Maintained 94% of established business with 30% of previous employment levels.

Instituted marketing plans to regain lost service contracts leading to a six figure increase in service billings.

Heightened customer service levels to a point of total quality. This emphasis on exceptional customer service has led to being named “Vendor of Choice” by many of our customers.

General Manager - Pump & Compressor Equipment, Inc. (1993 to 1994)

Brought in by the CEO to turn around and position for sale a struggling industrial distributor and manufacturer of pumps and compressor equipment. Evaluated all financial and operational systems, policies and procedures; and restructured the distribution and manufacturing divisions to achieve greater efficiencies and cost controls.

Oversaw complete day-to-day operations and directly supervised 20 employees at two locations. The following operating and financial improvements led to the sale of Pump & Compressor Equipment’s distribution business to Canadian interests (Comairco Equipment, Inc.). and the manufacturing business to Thermotech, Inc.:

Increased sales 28% over a 16-month period by increasing marketing efforts and automating the sales quotation system to ensure prompt follow-up.

Reduced expenditures 9% during the same period. Decreased delinquent accounts through new systematic approach to collections, enhancing cash flow. Streamlined internal paper flow that led to better understanding of goals from one department to another.

Initiated bi-monthly “PACE Setter” newsletter to enhance communication with customers.

Helped instill pride in the workplace through job sharing and employee input.

Empire Finishing Systems, Inc. – Buffalo, New York 1978 to 1992

Privately held distributor of industrial finishing equipment and supplies, with 25 employees in two offices (Buffalo and Rochester, NY).

President / Sole Owner (1985 to 1992)

Started as an Accounting Clerk in 1973; promoted through increasingly responsible roles to Corporate Secretary in 1981, and Executive Vice President in 1984. Purchased the corporation in 1985. Provided leadership and direction to a management staff of 4 and 21 employees engaged in servicing and supplying local and national manufacturers with industry finishing equipment and supplies.

Professional Experience (Continued)

Increased sales from $750,000 to $3 million from 1985 to 1992, by restructuring the sales force, targeting key customers, and re-positioning the company brand.

Named “Vendor of Choice” by Ford Motor Company, Chevrolet, Harrison Radiator and others, due to on-time delivery excellence and service.

Opened a new office in Rochester, New York, increasing market share, and becoming “Vendor of Choice” at Eastman Kodak, Bausch & Lomb, and other Rochester manufacturers.

Named among “Top 25 National Distributors” for 3M Co., Graco, Inc, and The DeVilbiss Co. for exceptional service to their end users.

Initiated customer-centered promotional materials, including “The Finish Line” newsletter, and a yearly planning calendar which grew in demand from 300 calendars a year to 5,000/year.

Education

Master’s Program – LEAF 521 Leadership in Business, Daemen College – Buffalo, New York

Business Administration, State University of New York at Buffalo – Buffalo, New York

Coaching Certification, Integrity Coaching – Louisville KY

Affiliations

Member – Buffalo Executives Association; Buffalo Rotary Club; NYS Commercial Association of Realtors; Working for Downtown

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