WILLIAM FUGLEBERG

** ******* *****, *******, ** *9110 601-***-**** abicxt@r.postjobfree.com

OPERATIONS PROFESSIONAL

Logistics / Contractor, Service & Project Management / Quality Control / Fortune 200

Contract Administration / Needs Analysis / Training / Vendor Relations / Sales Support

Personnel Management / Service Programs / Cost Reductions

Expertise in general management, operations, administration, planning, and project management. Built market alliances

and created systems to reduce service wait times. Eliminated delays, streamlined the build process, and improved

customer satisfaction scores. Increased morale/productivity, and created enjoyable work environment at Pulte, leading to

reduced employee turnover.

8. Drove cost savings of $3K per home for Pulte Homes and improved profit margins 8%

9. Increased Pulte’s construction/service department customer satisfaction scores 23% in three months

10. Streamlined build process while simultaneously increasing Gulf Bay margins and contractor efficiencies

11. Improved customer service at Pulte Homes by developing flow-chart time line for customers

12. Developed recruitment process for Pulte Homes to find quality people for projected growth positions

13. Reduced service wait time to same day and eliminated 1500 backlogged work orders for Gulf Bay

14. Raised Pulte Homes customer satisfaction scores 15% in two months

15. Created Mentor Program at Pulte Homes that improved productivity and corporate work environment

SELECTED ACCOMPLISHMENTS

Drove cost savings of $3K per home for Pulte Homes and improved profit margins 8%. Production costs were

increasing while margins were decreasing. Met with Contracts Administrator and VP of Construction to address issue.

Determined most cost effective products and value engineered new house plans. Upgraded products, strengthened brand

awareness, increased sales.

Increased Pulte’s construction/service department customer satisfaction scores 23% in three months. Construction

and service departments experienced low grades for timely repairs and warranty response. Created and implemented

proactive scheduled follow-up program. Scheduled periodic follow-up appointments with customers to address their

needs. Confirmed with customers that Pulte Homes was committed to service.

Streamlined build process while simultaneously increasing Gulf Bay margins and contractor efficiencies. Vendors,

contractors and construction superintendents not communicating with each other on problems, costing build delays and

money. Created core alliance committee, chaired by contractors, to discuss problems and recommend improvements.

Designed program to streamline the build process, reduce costs, and realize increased profit margins.

Improved customer service at Pulte Homes by developing flow-chart time line for customers. Company was not

properly setting customer expectations for buying, designing, building and delivering new homes. Formed committee of

sales/design/construction/title/service personnel. Developed flow-chart time line for customers that eliminated hundreds

of customer phone calls. Lower call volume increased productivity and reduced delays, shortening build time eight days.

Developed recruitment process for Pulte Homes to find quality people for projected growth positions. Problem

finding quality new hires for upcoming positions. Created an intern program. Met with registrars and coordinated trade

shows at several colleges and universities. Hired students scheduled for graduation. Used new hires as representatives at

their schools to create future interest in company/industry.

Reduced service wait time to same day and eliminated 1500 backlogged work orders for Gulf Bay. Service

department had no guidance and poor delivery of home owners warranty repairs. Company had 1500 open work orders

and two month wait period for minor repairs. Transferred six people into department and retrained all. Created necessary

forms and systems to monitor vendor’s response and productivity. Instilled sense of urgency and motivated staff.

Developed checklist to facilitate home delivery.

WILLIAM FUGLEBERG PAGE2

Raised Pulte Homes customer satisfaction scores 15% in two months. Customer perception of poor communication

and delivery of product. Developed, implemented and monitored system to review status of every home in production

weekly. Directed sales to update customers weekly on status of their homes and building process. Allowed building

superintendents to concentrate on production issues.

Created Mentor Program at Pulte Homes that improved productivity and corporate work environment. Company

had no training process for new hires. Formed an action committee with members from various departments. Created

discipline specific Mentor Programs to guide new employees through first two weeks and acquaint them with company.

Mentors received self-satisfaction/pride of helping others and the company.

PROFESSIONAL EXPERIENCE

Vice President/Operations Manager, KLS and Assoc.; a home remodeling and renovation company;

Jun. 2008- present. Jackson, MS

Executive Director, Horizon Bay Communities Jan. 2008-Jun 2008. Dallas, TX

Director of Operations, KB Home, Jan. 2006 – Aug. 2007. Ft Myers,FL

Director of Customer Service, Gulf Bay Construction Company, 2005. Ft. Myers,FL

Del Webb / Pulte Homes, 1996 to 2004. A $13B sales, construction, and land management company.

Customer Service / Operational Manager. Served as a member of the Executive Management Team, responsible for

the strategic planning and operation of a 5,400-acre, master planned community. Managed 18 employees, $5M

budget. Serviced a client base of over 3400 homes. Responsible for training, development, and counseling employees.

Designed, restructured and directed Customer Service Department. Created team atmosphere and inspired individual

accountability. Provided timely and improved service to customers. Set and enforced high service standards for both

internal and external customers.

Customer Service Supervisor. Served as liaison between construction and sales departments, providing cohesive

interdepartmental communications. Created and implemented employee development program. Emphasized cross-

training of service department personnel resulting in a cohesive, teamwork environment, that provided continuity and

increased productivity.

Lead Product Control Inspector. Designed and maintained an individual accountability program. Individuals were

held responsible for their productivity and earned bonuses on stellar performance. Developed specialized teams for

specific duties. Placed people in jobs that matched their abilities and interests. Increased morale, productivity, and

measured survey results.

Warranty Service Representative. Reduced related service expenditures by developing and managing a diligent

monitoring process and through employee training / strict individual accountability.

Prior: First Sergeant, United States Army. Selected to serve as a tactical advisor/instructor at West Point Military

Academy. Responsible for personal and professional development of 800 cadets, freshmen through senior. Served as a

First Sergeant for 5 years world wide, leading units from 150 to 320 soldiers. Responsible for all logistical support,

training, and professional development of individuals and unit.

KEY SKILLS / EDUCATION

Key Skills: Strong analytical / problem solving skills leading to creative solutions. Building, mentoring and motivating

high-performing teams. Improves morale and provides an enjoyable work environment. Strong, positive force for

constructive change. Multi-tasking to ensure projects are completed on schedule. Working effectively at all organizational

levels. Sources, hires and trains quality employees. Redesigns processes to increase efficiency.

AA, Liberal Arts, Saint Thomas Aquinas University.

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