Regional Sales Manager and Mentor

CHRIS HERNANDEZ

**** ***** ****** ********** *****, CA 92646 · 657-***-****

ad5tgs@r.postjobfree.com · www.linkedin.com/in/christopher-hernandez-Ironman-Finisher

I am a professional with 25+ years of diversified background, encompassing Logistics, Supply Chain, Operations, Accounting, Sales, Purchasing, Processes, Project, and Facilities management in both multi-unit and single unit businesses.

EXPERIENCE

2023 – PRESENT

REGIONAL COMMERCIAL AND FLEET SALES MANAGER (WESTERN US; ARIZONA, CALIFORNIA, NEW MEXICO, AND NEVADA), COMMERCIAL VAN INTERIORS

I currently oversee the sales of the entire Western Region for Commercial Van Interiors, CVI. This includes managing my team of up to 8 outside sales representatives and up to 16 inside sales representatives throughout my region and their respective territories. I have been tasked with building the team from a team of 2 to my current headcount. In my first year, growing the team and business, we saw an increase in sales from $18 million to over $26 million. This was accomplished through reestablishing CVI in all of our respective territories. I ensured we were frequenting OEM dealerships, reconnecting with past commercial and fleet customers who have left CVI for one reason or another. This was an opportunity we had been missing since 2020. In addition to building the team, the outside sales team also increased the average ticket price from $2700 to $3500. In 2024, I have forecasted a natural growth of 15% for sales, in addition to this we have also projected several new revenue streams to focus on that may generate an additional $8 million dollars in revenue. Part of my plan when I came onboard with CVI was to create metrics for the sales team. The focus was tracking their Quote to Order, this allowed myself and others to view the team’s true sales production value versus tracking their Quote to Invoice which was determined to show operational inefficiencies not sales productivity. Also, I found that we needed to track their overall sales generation by combining their commissionable and non-commissionable sales. This was found to show the value of the outside sales team frequenting OEM dealerships and also handling “house accounts” when in their respective branch locations. I also began tracking their commissions to help the determine what the potential total income is possible for the outside sales team.

2019 – 2023

REGIONAL MANAGER (WESTERN US, HAWAII, AND ALASKA), MADICO

I oversee the daily operations of the branch office including the supervision of the Customer Service Representatives, Warehouse Coordinators and Regional Sales Representatives. Ensure that our 1000+ active accounts and material orders are taken, processed, and delivered on time based on their business needs. These account for over $6 million in annual sales. Overall responsibility for branch accounting including processing daily invoices, applying cash receipts, prepare and send monthly statements. Ensure a quick and proper response is given to all customer requests. Provide great customer service and technical assistance to dealers on product and application matters. Manage the activities of the branch staff and hold them accountable. Prepare daily, weekly, and monthly reporting and financial reconciliation to corporate accounting and financial departments. Ensure new customers are set up properly and that all necessary documents are filed. Maintain a current database of customers and prospects are sent to Sales and updated regularly. Offer support to outside sales representatives(s). Responsible for managing account collections. Coordinate and process customer warranty claims. Order and marketing and packaging supplies with the factory making sure that the branch is stocked with the right product at the right time. Coordinate and transfer inventory with our 6 distribution centers and corporate factory as needed. Continuously coach employees to improve performance as well as on-board new employees as necessary. Responsible for interviewing

and staffing branch to achieve the highest level of customer service. Demonstrate the ability to lead and attain results through others. Lead up so all Customer Service Representatives and Warehouse personnel are properly trained to perform all functions of the branch.

2018 – 2019

OPERATIONS MANAGER (Orange County and Los Angeles County), QHP

I oversaw multiple projects and ensured the commercial viability of these projects by working with the project managers to achieve efficient allocation of resources. Provide consultation and estimation for both residential and commercial projects. Customer service starts at consultation and ends when you are satisfied at the end of the project. I assist in creating market business plans, performing sales and consultation visits with homeowners, property management and HOA companies. I am available for consultation and answers if questions arise during your project, and I conduct a final walk through with the client and Project Manager. I have increased sales calls by 29%, have a closing rate of 36%, increased sales by 124% compared to LY, and increased average dollars per project by 68%. I have forecasted a 116% increase to LY through driving sales estimates, $/project along with increasing workforce to be available for the increased volume of business.

2014 – 2018

CTU OPERATIONS MANAGER, SAFELITE AUTOGLASS

I manage over 100 associates in the daily operations of the auto glass installation process. Managed CSR Team who answers all inbound calls to our local call center. Ensured dispatch team routed and coordinated up to 400+ installations daily to the 90+ technicians in the multi-unit market (8-16 locations). Increased Job Completion from 68% to 75%. Drove customer satisfaction scores from 81% to 87.5%.

2012 – 2014

OPERATIONS MANAGER, SPORT CHALET

Managed and Lead 8 Department Heads and 52 Sales Experts in Sales of 5 – 8 million dollars, KPI and daily store operations, I have developed 3 Sales Experts into Department Heads and 1 Department Head into a Supervisor. Conducted weekly replenishment process and oversee maintenance of backroom areas which aided in reduction of the need for storage containers which saved me over $12000 annually. Lead staff inventory preparation and inventory execution, with a shrink result of 1.09% with a company goal of 1.5% shrink.

2009 – 2012

GENERAL MANAGER, JAX BICYCLE CENTERS

Managed and lead Sales Manager, Service Manager and other teams and the daily store operations. I conducted monthly management meetings to review Sales and Service levels and associate development, 2 of which were promoted to General Managers. Increased sales by 5% & contributed to company’s profitability through sales increase of pushing higher margin items. Meet with owner, buyer, GM’s and vendors on product knowledge, sales forecasting, and staff development.

2007 – 2008

OPERATIONS MANAGER, CARMAX, INC

I managed over 100 associates in the daily operations of the Cosmetics, Mechanical and Inventory Departments which produced 150 – 185 raw inventory vehicles weekly and made 200 to 265 newly saleable inventory vehicles for our hub and satellite locations. Conducted daily management meetings to review production levels, maintenance of the building and associate development. Reduced overall paint usage to 41% from 58%, compared to a 50% company average usage of paint per vehicle in 6 months which saved the company $39,250 monthly and $471,000.00 annually. Lowered overall dollars spent per vehicle from $1350 to $1124 in 6 months. The company’s 5-year plan was to cut costs to $1050 which saved the company $210,180 weekly and $10,929,360.00 annually. Group Leader of the Environmental, Health and Safety Committee in which we provided a safe and secure environment through a visible presence and adhering to OSHA Safety standards.

2007 – 2008

GROUP LEADER – ENVIRONMENTAL, HEALTH AND SAFETY COMMITTEE, CARMAX, INC

I ensured Location General Managers were providing a safe and secure environment through a visible presence and adhering to OSHA safety standards. Upon thorough location visits we would write action plans to ensure any potential safety concerns were remedied before our next location visit.

2003 – 2007

EXECUTIVE TEAM LEADER, TARGET, INC

I improved multiple locations from bottom 10% logistics processes to #1 in logistics process according to corporate KPI scores and personal reviews. Took an employee turn rate of over 20% to less than 5% in one year through team building and team ownership. Managed over 75 associates and the daily logistics operations in which we exceeded sales and

replenishment of an $80 and $50 million stores.

2004 – 2007

DISTRICT ASSESSMENT LEADER, TARGET, INC.

I traveled to multiple stores in the district and evaluated their logistics processes. I would perform store visits announced and unannounced to view the store standards. I wrote action plans for their Store Leader and ETL – Logistics on ways to improve their processes. We conducted weekly conference calls and timely follow up visits. Followed up with weekly with District Leader and Group Leader on the status updates of these bottom performing stores.

2004 – 2007

GROUP (Regional) LOGISTICS TRAINER, TARGET INC.

All newly hired or promoted Executives for the SD, LA and OC Districts were under my tutelage for their entire 8 weeks of Logistics Technical Training.

EDUCATION

DECEMBER 1994

B.A. HISTORY, COLORADO STATE UNIVERSITY

SKILLS

• Shipping and Receiving Domestic and International

• P&L Control

• Inventory Management

• Fleet and Facility Management

• Open to Buy

• Brand Management

• HR / Employee Relations

• Accounts Receivables

• Employee Development

• Proficient in Word, Excel, Power Point, AS400,

KRONOS, Sales Force, QuickBooks, Great Plains, ADP,

MS Teams, MAX, Braintree, Transtream and eShipping

• Multi-Unit Management

• Staffing, Training and Upward Development

• B2B Sales and Networking

• Risk Management

• Accounts Payables

ACTIVITIES

BSA Cubmaster Pack 290 Pacifica District

Ironman Triathlon Finisher

Adventure Traveler

REFERENCES

Max Wry District Manager 562-***-****

Ignacio Ochoa Retired OC Director of Public Works 714-***-****

Dave Amundson Project Executive 949-***-****

Martha Frangione Sr. Manager 404-***-****

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