Sales Customer Service
Resume:
WILLIAM J. COONEY
Monrovia, MD 21770
*********@***.***
DIVISION PRESIDENT / SR. VICE PRESIDENT - OPERATIONS
P&L / Strategic Planning / Process Reengineering / Market Share Growth
Budgets & Forecasting / Global Operations / Cost Containment / Quality Assurance
ISO 9001 / Organizational Development / Contracts / Negotiations / Outsourcing
Startups & Turnarounds / Facilities Management / Customer Relations / Vendors
Mr. Cooney is a highly skilled operations and finance executive with an entrepreneurial
spirit that has produced a proven track record of accomplishments in improving operating
performance and productivity, establishing successful business practices and procedures, and
enhancing bottom-line results. His experience has been gained across startup, turnaround, high
growth and challenging economic situations in very competitive transportation and
telecommunications instrumentation industries.
Recognized as both a strategic and tactical thinker, Mr. Cooney has continually developed
and instituted sound processes and strategies that achieved greater efficiency, minimized or reduced
costs, and optimized sales, profitability and market penetration. Throughout his career, he has
demonstrated the ability to focus or refocus organizations, taking them to heightened levels of
success. He has continually been able to adapt, produce and deliver high quality products and
services.
Mr. Cooney is adept at building and maintaining relationships at all levels and is totally
dedicated to optimizing customer satisfaction, while providing significant contributions to both
short and long term objectives.
Having consistently displayed very strong analytical skills and exceptional business acumen in
creating results-oriented approaches to manufacturing and service operations, Mr. Cooney was highly
successful in building and developing effective organizations where personnel, products and processes are all
aligned to achieve or exceed corporate goals. He has been able to resolve complex issues as they arise by
using a pragmatic, problem solving approach and his vast management skills.
Mr. Cooney is a high energy, goal-oriented executive with effective communications skills and
motivational abilities that generate trust, loyalty, professionalism and commitment to excellence. He is a
talented manager and leader, committed to providing a challenging and professional environment in which
team members can learn, develop and excel under his leadership.
CAREER HISTORY AND ACCOMPLISHMENTS
Blue Mountain Express, Inc.
$6M regional trucking company
President / CEO – 1995 to 2010.
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Mr. Cooney led all business operations with full P&L responsibility for 42-truck fleet serving the
Mid-Atlantic and Northeast regions. He focused primarily on sales and customer support, building the
business to $6M with 45 employees. He managed all contracts and negotiations, fleet procurement and
maintenance. As chief executive, he was responsible for compliance with all DOT, federal, state and local
regulations.
With the economic downturn, there was an oversupply of trucks to handle shipping, with rates
decreasing while costs were increasing. Mr. Cooney examined all business options and crafted a plan to
realize the greatest value possible from terminating Blue Mountain Express’ operations. He sold all
equipment and major contracts, placed drivers for a fee and leased his facility. He finalized an array of deals
to provide immediate cash flows that will continue indefinitely.
The trucking industry was suffering from a shortage of qualified drivers while Blue Mountain
Express’ business was booming, needing additional company drivers. Mr. Cooney launched two efforts to
solve the problem, searching for owner operators to join the fleet and going directly to driver training
programs and recruiting new drivers. This enabled the company to exceed all customers’ time delivery
expectations and generated new revenues of $1.5M+ from its two largest customers.
Telecommunications Techniques Corporation (TTC)
$150M provider of test and measurement instruments
Division President, International Products – 1991 to 1995.
Mr. Cooney formulated and implemented a business plan to launch a new division and penetrate the
international telecommunications transmission test and analysis markets. He directed the efforts of
engineering, marketing, manufacturing and accounting to become a qualified supplier, growing the division
from startup to $18M in four years with a total staff of 100. He effectively gained entrance into global
markets in Mexico, Europe, Africa, Asia and Australia. Mr. Cooney managed a successful ISO 9001
certification with first pass approval in less than 18 months.
TTC was the market leader in domestic telecom test instruments, but had not been able to penetrate
the growing international market. Mr. Cooney accepted the challenge to form a new business unit with
existing employees and additional personnel skilled in international markets. He successfully grew the new
division from zero to $18M+ in four years, reaching profitability after year one.
Mr. Cooney determined a need to have a local flavor in selected international markets, but all
equipment panels and operating manuals were in English. He set up TTC distribution channels and
established a plan for local sales representatives to translate all required information into the local language.
This drove market acceptance dramatically, beating penetration plans by almost two years.
ISO 9001 was a business requirement to enter the international arena; however, TTC had not yet
started the process. Mr. Cooney volunteered to chair the committee to move the certification process
forward. He managed the undertaking to succeed in less than nine months (beating projections of 18-24
months) and with certification being granted on the first audit. This removed a major barrier to successfully
growing the international division.
Division President, Domestic Multifunction Test Instruments – 1989 to 1991.
In this role, Mr. Cooney was responsible for growth of the existing mature product line by exploring
new niche opportunities. He identified new product applications to grow the line from $24M to $32M in two
years, managing the division’s 250 employees. He won and negotiated TTC’s first major government
contract to become a prime supplier to the armed forces.
William J. Cooney Page 3
TTC was seeing price compression in its mature multifunction test instrument business and
needed to find cost cutting solutions to meet the competitive threat from HP. Mr. Cooney analyzed all
options. He instituted a new plan to contract out assembly processes, but keep quality control functions to
reduce costs
while protecting quality. This strategy slashed cost of production by 20%, saving $400K, and reduced capital
equipment costs $200K+.
In looking for new market opportunities, Mr. Cooney identified potential in the government market.
He determined that TTC needed an Affirmative Action Plan to participate in future bidding processes. He led
the effort that developed and submitted a complete plan in 90 days. TTC gained its first major government
contract for $1.2M+ and was allowed future bidding opportunities on other government business.
Senior Vice President – 1987 to 1989.
As Senior VP, Mr. Cooney guided the activities of purchasing, customer service, accounting,
personnel, MIS and facility management with a $10M budget and team of 20. He led all major contract
preparations, reviews and negotiations. Mr. Cooney improved customer satisfaction by reducing repair
turnaround time from 21 to 7 days. He modified purchasing methods, reducing material costs by 15% while
maintaining quality. He played a key role in elevating the company from #4 to #1 and the largest worldwide
supplier of telecommunications test instruments.
TTC was growing at a rate of 25%+ per year, leading to a constant need for additional facilities. Mr.
Cooney constructed a comprehensive building plan that satisfied systematic growth and employee needs.
After completion, he created an aggressive move plan to facilitate relocation without impacting business or
ongoing projects. He directed the entire move over a weekend with virtually no down time, saving $250K+
in possible lost efficiencies.
Vice President / Director of Finance – 1983 to 1987.
As he began his career with TTC, Mr. Cooney directed the functions of accounting, personnel, MIS
and facilities, providing high quality administrative services and support. He built a balanced growth plan to
identify growth investment requirements and resources needed to meet them. He managed a staff of 12.
TTC was having a difficult time retaining the best talent with the intense competition for engineers
with datacom or telecom experience. Mr. Cooney devised a pay for performance plan to significantly reward
individuals for their personal contributions and incent them to do whatever was needed to come to closure on
projects. This reduced completion time to market by 15%, saving ~$200K per project in expenses or lost
revenues and cut turnover by 20%, saving $100K in recruiting costs.
With market demands driving up compensation for experienced technical sales people, TTC had to
identify a way to grow the sales team in order to expand market share and meet growth objectives. Mr.
Cooney established a college recruitment program to pursue and train the talent needed. He quickly staffed
up the team and trained them to be an effective selling force within 120 days. This produced savings of
$30K+ per recruit (vs. seasoned sales people), with the new group beating sales performance expectations by
20%+ on the average.
Penril Corporation
$45M manufacturer of communications products
Controller, DataComm Division – 1978 to 1983.
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In this position, Mr. Cooney was responsible for all accounting and financial concerns of the
division. He developed and implemented cost effective programs to meet the company’s financial goals. He
helped the division attain significant market growth through targeted acquisition programs.
Martin Marietta Corporation
Major aerospace conglomerate
Cost & Consolidations Accountant, Cement Division – 1974 to 1978.
In his first position out of college, Mr. Cooney prepared the consolidated financial report by
reviewing and compiling results from 10 remote manufacturing plants. He also established budget controls
and cost analysis procedures.
EDUCATION AND PERSONAL BACKGROUND
Mr. Cooney received his MBA in Finance from George Washington University and his BS in
Marketing and Accounting from Drexel University.
Mr. Cooney and his wife currently reside in Monrovia, Maryland. He has been active in the
community in the Boy Scouts of America, the Knights of Columbus, and the local food bank. He has been a
member of the American Management Association, the Maryland Motor Truck Association and the Chamber
of Commerce. In his spare time, Mr. Cooney enjoys snow skiing, white water canoeing, hiking, working on
home improvements and gardening.
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