Sales Project Manager

Larry L. Ripley

? 615-***-**** ? *** Weirs Dr Murfreesboro, TN

***** ? *****.******@****.***

Executive: Business Development

Dynamic, high-performing executive with a strong 20 year record of

accomplishment in commercial / mixed use/live-work/ and property

development, both residential and commercial . Strong record of producing

double-digit sales growth through creative strategy development and

implementation. Expertise in multiple geographical markets. Anticipates and

responds with agility to changing conditions. Consistently delivers

projects ahead of schedule and under budget. The go-to manager for

streamlining and restructuring any aspect of the company to yield enhanced

revenues and decreased costs for any market condition. Expert in changing

market conditions.

Land Acquisition / Site Evaluation / Contract Negotiation / Buildout &

Review / Streamlining Operations / Budgeting & P&L Management / Estimating

& Purchasing / Project Management / Regulatory Compliance

Green Building / GE's Ecomagination / Live-Work Construction/Sales and

marketing/

Professional Experience

Business Development Consultant,

2006 - Present

. Provides strategic direction and leadership to Real estate focused

companies whether they are evaluating or entering a new market or

repositioning their product, image, and/or strategy to meet current

and projected economic conditions. Focus on maximization of

profitability utilizing technology and true and tested models.

Assistance or lead the Navigation through intricate governmental red

tape, negotiations, capital acquisition, and personnel decisions.

Client companies include fortune 5 down to sole proprietor businesses

and all industries.

Withers Preserve Management 2006 to 2008

Responsible for developing the second largest development project in South

Carolina history- 3800 acres (60% commercial/mixed use/live-work/green

building. 40 % residential communities).

VP of Sales and Operations / Senior Project Manager

Recruited to work with executive team in personnel evaluation, product

repositioning and management, business plan development, and operations

redesign.

. Within first 30 days evaluated staff, hiring a development manager and

production manager resulting in over $1M in cost savings, and doubling

productivity, within the first 6 months.

. Initiated initiative to increase density resulting in an additional

30% marketable units, reduction in cost by $10K per unit, and overall

cost reduction by over $25M.

. Took over asset sales, which had previously delivered one sale in 12

months, to deliver 4 key sales of in excess of $10M.

. Directed legal team on financing, contracts, leases, and all other

legal matters. Improved contract turnaround by over 120 days, on

average, with 100% acceptance rate by buyers.

. Captured cost saving measures, and design overkills, making

recommendations and changes that resulted in excess of $4M in direct

savings, and reduction in development time by 6 months.

. Worked with key governmental department heads removing road blocks to

development thorough creative design modifications and compromises.

Saved 1 year in future development delays and over 100 acres of

developable land loss.

Larry L. Ripley Page 2

DR Horton, Ft. Myers, FL 2004 to 2006

Fortune 500 company with gross sales of $15B and operations in all 50

states.

Director of Sales/Operations/Acquisitions

Recruited to build the SWFL division from minimal to an expanded market

presence in the region. Managed over 100 people through 5 direct reports.

. Drove range of sales operational and financial improvements leading to

leaner, more profitable operations.

. Instituted systems which led to increased division closings by 250%

(400 to 1000 units) in 2006.

. Streamlined purchasing, design center, and permitting departments,

Introduced operational efficiencies. Specified all policies and

procedures.

V Hired 10 key new vendors, paving the way for fast growth and

producing over $10M in cost savings.

V Newly formed design center team reduced backlog of orders from over

200 to less than 50 within 30 days.

V Enhanced amenities team delivered $500K in savings and time savings

of over 30 days each.

V Developed a starts group resulting in enhanced information flow

from sales to product delivery.

. Implemented management by exception system focusing on goals not met,

negative trends, and inefficiencies, resulting in faster recognition

of unrecoverable costs. 100% improvement reducing cost overruns due to

errors from 3% of total cost to under 1%.

. Project Management: Developed even work start flow plan improving

production efficiencies by 50%. Implemented cross-training programs

resulting in 20% reduction in staffing needs. Improved raw materials

position with vendors, increasing capacity by 500%.

VANDERBUILT HOMES AND DEVELOPMENT, INC., Issaquah, WA 1992 to 2004

President / Director of Sales and Construction

P&L responsibility. Oversight authority for full project lifecycle. Grew

company from startup to over $25 million in annual sales. Executed a 2-

part ramp-up: (1) grew sales of, primarily, large-project renovations to

$5 million by 1996 and (2) achieved annual revenue growth of 30% between

1997 and 2003.

Sales Gross Profit

2003 $25 M $6.25M

1997 $5 M $1.15M

Change +500% +543%

. Implemented cost-conscious innovations resulting in the following

annual savings (1997-2003):

Administrative Material Takeoffs Customer Reported

Staffing Issues

$60K (cut costs by $350K (cut costs by 15% ) $125K (cut issues by

50%) 50%)

. Closed sales of projects valued up to $15 million.

. Implemented an aggressive estimating/purchasing system resulting in

improved cost controls, more competitive pricing, and best perceived

value-to-quality of any builder in the market.

Larry L. Ripley Page 3

ESOTERA LTD., Issaquah, WA 1989 to 1992

Vice President - Sales and Operations

Recruited to turnaround an inefficient, low-production developer with

vendor and employee morale problems. Delivered the following increases

within three years:

Sales Gross/Net Profits On-time Project

Delivery

1992 $75M $26M/$11.5M 99%

1989 $1.8M $110K/ $15K 75%

. Won awards in 1990 and 1991 for Overall Design, Best Community, and

Most Professional Staff, as voted on by local sales agencies, vendors,

architects, and judges.

Education & Skills

Washington State University, Pullman, WA

B.A. Business Administration: Major: Accounting & Finance; Minor: Marketing

1984

Computer Skills: MS Word, Excel; PowerPoint; Project; FAST; Timberline;

Master Builder; Pro Home; Enterprise; Buildsoft; Buildtopia; JD Edwards.

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