Manager Service

D EAN A. BUD D

*** ******’s Way 302-***-****

Hockessin, DE 19707 ********@*******.***

Professional Summary

Leader with a diverse background in sales, operations, project management, process improvement and financial analysis.

This experience has provided a holistic perspective and understanding of how functions within a business interact and are interdependent

upon each other to succeed for the company overall. I have been involved in developing new business and accountable to insure

execution to meet both customer satisfaction and success for the organization. This includes the success of those working within my

department. In working with varying business models I have adapted easily into new roles and am comfortable in my dealings with

ground level employees up to senior management. As business and roles change, I fully understand the critical importance of continuous

self-improvement and remain focused on personal development to insure continued results.

•Builds value based relationships

•Customer centered focus

•Detailed planner and communicator

•Thinks systemically

•Accountable and results oriented

•Leads successful teams

P ROFESSIONAL E XPER I ENCE

Ken’s Beverage, Inc. (KBI) Montgomery, IL 1/2008- Present

Company provides beverage equipment sales, installation and service to the foodservice industry from 24 branches located in 20 states

nationwide. Established in 1985, company is the largest independent beverage service provider for Coca-Cola, Pepsi, Dr Pepper and

McDonald’s Corporations. Product lines sold and serviced include fountain dispensers, coffee/tea brewers, frozen beverage equipment,

water filtration and ice makers.

East Division Manager - Field Based Office- Hockessin, DE

Oversee 6 East Division branches covering 10 states with 50 employees and 6 managers. Division branches are responsible to insure

customer satisfaction with service level agreements and develop new customers and services. To insure efficient and effective execution,

the team has developed new tools for better planning and monitoring activity while developing strategic partnerships with key customers

and new business.

• Grew Division revenues 48% from $6.3M in 2007 to $9.3M in 2010 – approximately 20% of company revenues

• Division revenue per employee grew 8% 2010YTD to 2011YTD

• Division payroll per employee decreased 2.8% 2010 YTD to 2011 YTD

• Grew business with national account Pepsi – revenues 2007 -$50K Projected 2011 - $500K.

• Expanded operations into 6 new markets over 3 years.

The Coca-Cola Company, North America Division, Atlanta, GA 4/1997-12/2007

Fortune 500 corporation specializing in beverage brands sold throughout the world.

Process Improvement Manager - Field Based 4/2003-12/2007

Company is focused on continuous improvement. Department evaluated and consulted with field operations, sales and the provider

network to improve cost, quality and speed of service metrics (SLA’s). Utilized past experience to insure on going improvements to the

service network in support of the CCNA Foodservice Division. Developed strategy and plans to improve capacity and capability of

service providers. Supported Coca-Cola’s largest account team aligned to McDonalds.

• Rolled out Quality Service Call protocol …annualized savings ~ $180,000

• Supported McDonald’s team in roll out of 2 major projects- saved $100,000

• Established new customer centered metrics still in place currently – Fixed Right First Visit, Completion Time

Area Operations Manager - Northeast - Field Based 5/2000-4/2003

Company had 9 Area teams supporting Foodservice Division. Northeast team consisted of 7 Zone Operations Managers, 2 Customer

Operations Managers and 1 Field Service Training Manager. Accountable for delivering service and product to Coca-Cola customers in

17 states through over 50 service providers and 400 distribution centers. Network team insured daily execution of installation and service

activity in accordance to market business plans. Responsible for $35M in annual service costs and over 245,000 service activities while

managing a $1.2 M operating budget. Led team in business planning, execution of plans and rate negotiations. Developed capability

through team trainers and insuring manpower capacity met market needs.

• Team awarded 2001 Area of Year

• Received National Field Operations award in 2001

Operations Manager – Philadelphia and Frozen project rollout 4/1997-5/2000

Managed service network in Philadelphia market involving 7 contracted service providers and $2M in annual service costs.

Responsible to deliver cost, quality and speed metrics by insuring capability and capacity in market was in place to meet customer

requirements. Negotiated local service rates, developed manpower plans and oversaw the execution of daily service and install activity

along with projects and process improvement. Developed a specialized service network in northeast to support new product rollout of

frozen Coke in 2000 customer outlets between May 99- March 2000.

• Quarterly National Field Operations award winner in Q3 1997 and Q2 1998

Matlack Systems, Inc. – Bulk Transport Company Wilmington, DE 5/1987-4/1997

Transportation Company which moved liquid freight by truck and intermodal tankers. Company operated out of 105 nationwide

terminals and generated about $225 million in annual sales.

Manager, Operations Control 7/90-4/1997

Oversaw Operations Control center which was open 365 days /24 hours per day

Department had direct control over $100 M in company revenue and was accountable for the efficient and effective utilization of

company resources and manpower. Maintained and directed a staff of 13-15 load coordinators. Department was utilized to train new

terminal managers as it provided overview of business. Staff always included at least 2 trainees for one year rotation.

Developed process to report empty lane analysis to sales to improve revenue and loaded mile ratio. Developed and maintained

department process documentation for ISO 9002 certification.

• Company profit grew from ($860,000) in 1989 prior to being manager to $17,000 in 1990 to $6.6 M in 1996

• Loaded mile ratio improved from 59% to 65% in same time period.

ED UCAT ION

BS, Agricultural Economics,

Major- Food and Resource Economics. Minor- Public Administration

University of Delaware

MBA,

University of Delaware

Coca-Cola T raining

Management training-

Frontline Leadership – Train the Trainer – Zenger Miller

Manager Excellence- 1 week Coca-Cola leadership program

Coaching and Feedback for Managers

Civil Treatment and Leveraging the Power of People for Managers

Targeted Selection – hiring the right people

Maximizing Performance and Development

Franklin Covey – Leadership is a Choice.

Sales training-

Conceptual Selling – Miller Heiman

Connection with Customers – 15 modules of Coca-Cola sales program

Quality training-

Six Sigma Greenbelt – DMAIC, DMADV, Process Management Control Systems

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