Manager Sales

Michael L. Ross

**** ********* *****

Suwanee, GA 30024

610-***-**** (cell)

*********@*****.***

SUMMARY

Nearly 20 years of proven operations, client service, and sales leadership driving constantly improving

P&L results in the managed services industry and multi-state/multi-location management experience in

complex environments. Clear understanding of the critical nature of people development/succession

planning in the service industry for achieving growth and margin and/or cash flow improvement. Firm

belief that execution is the duty of the field leadership team when direction of senior leadership is

given and that hope is not a strategy that produces sustained strong results.

EMPLOYMENT

ARAMARK Uniform Services June 2002 – June 2011

Group Manager/Vice President of Operations

ARAMARK Uniform Services/Atlanta, GA (Multiple facilities in GA/SC)

October 2007-June 2011

• Direct reports were General Managers of each facility. Additionally had a Group Controller and

Group Sales manager who had dotted lines to others for compliance purposes, but effectively

reported to the Group Manager.

• Annual revenues of $22-25 million during the period

• 110 production team members, 77 service team members, 19 sales and sales management

team members and 21 administrative team members comprised the group’s employees.

• Group had declining revenue and profit trends when I arrived in 2007. Substantial rebuild of

the team members (for which I received the Regional Talent award in 2007) allowed for rapid

and sustained turnaround in both areas.

• FY 2007 saw profit improvement from 1.6% in FY 2006 to 4.8%. Continued or sustained

improved through the 2008-2010 downturn and FY2011 was trending to double digit margins

for year ending Sept 2011.

• Top performing East region group measured by stacked ranking metric reporting in FY2010.

General Manager

ARAMARK Uniform Services/Madison, WI. (Processing facility)

August 2002-October 2007

• Madison facility had a declining revenue trend when I arrived in August 2002 (FY2001 -2.3%,

FY2002 -5.6%) FY2003 under my leadership turned slightly to -1.7%, FY2004 was +0.9% and

FY2005 was +1.4%. Meager growth, but positive. Lack of sales assets held back on more

substantial growth in FY03-05. FY2006 saw a dramatic addition of sales assets that will drive

growth in FY2007.

• Profitability remained strong/improved during this FY2003-FY2005 period. FY 2003 @ 17.4%,

FY2004 @ 19.1% and FY2005 at 18.5%.

• FY2006 functioned as Group Leader for the Madison/southern WI group. In FY2006, was able

achieve to within $55k of profit plan on a $2.4 million plan YTD through July. Achieved full

profit plan for FY2006. Growth was 1.2%. Additionally, during this period hired and trained a

new GM for Milwaukee and AGM for Madison as succession planning. Upon my leaving for

the position in Atlanta, the GM in Milwaukee assumed the GM role in Madison and the

Madison AGM took over in Milwaukee with no relocation for either.

GM Designate

ARAMARK Uniform Services

East Region/shadowed Senior VP for East Region

June 2002-August 2002

Omni Services October 1992–June 2002

General Manager

Omni Services/rus of State College (Processing Facility)

July 2000 – June 2002

• State College, PA/Buffalo, NY. satellite. 108ee’s. Design of and responsibility for achieving

budgets for annual/monthly results. Wide reaching, but driven by sales and operating profit.

Current year FY 2001; 29.10% OP (2.6% improvement over FY 2000). FY 2001 9.7% sales

increase over FY 2000 and 102.56% of budget. Significant focus on forecasting and analysis

of financial results without a local Controller.

• Maintain effective and productive sales and service teams. Sales force measured on growth

and individual account profitability. Sales force at 119% of budget YTD FY2001. Service

department success measured by customer satisfaction and account retention. FY2001,

4.34% account cancellation against company goal of 7.5%.

• Dual shift plant operation management responsibility. Product and labor expense control 2.1%

under FY2001 budget. Completed ISO 9003 certification.

General Manager/AGM (Processing Facility)

Omni Services/ rus of Allentown

February 1999 – July 2000

General Manager (Non-processing facility)

Omni Services/ rus of St. Louis

October 1997 – January 1999

Location Manager/ Manager Trainee

Omni Services/ rus of Toledo/ Alliance, OH

October 1992 – October 1997

EDUCATION

St. Francis University: Loretto, PA.

MBA (2004)

University of Akron: Akron, OH.

Bachelor of Arts (1992)

Finance/ Public Administration

ADDITIONAL TRAINING

Customer Responsive Selling: 10/15 –18/1993

General Manager Training Program: 10/1993 - 6/1994

Supervisory Skills and Effective Leadership: 4/7 - 9/1994

Managing in a Litigious Society: 7/1/1994

The Quality Advantage (ODI): 5/8 – 9/1995

Targeted Employee Selection: 2/26 – 28/1996

Negotiating to Win: 6/4 – 6/1996

Hoshin/Kaizen Business Planning Training: 10/14 – 16/1996

Frontline Leadership: 7/8 – 9/1997

Strategic Selling (Miller/Heiman): 11/16 – 19/1998

SAP Financial Reporting Training: 1/11 – 14/1999

Caliper Profiling: 2/1/1999

Sesco-Effective Leadership: 8/11/2001

ALDP (Advanced Leadership Development): Mar/June 2004

SLI (Strategic Leadership): Apr/May 2005

L5L Executive Coaching-Leamon Group: Jun/Aug 2007

Salesforce.com Executive Level Reporting: June 2010

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