Engineer Sales

Objective

GM / President / COO: Seeking senior leadership position in an

engineering, construction or manufacturing company in a full-time or

interim role or as a performance improvement consultant.

Profile

Determined self-starter with broad-based management experience of over

25 years. Capable of operating independently and effecting change across

multiple fronts simultaneously. Balanced background in sales,

operations and administration in diverse markets including technical

services, manufacturing and construction. Proven ability to work with

and through others in businesses comprising 250 individuals spread

throughout a network of locations and business units.

Co-inventor for a patent-pending three-sided structural system to be

used for short span vehicular bridges and tunnels.

Skills Summary

Strategic Planning Customer Development Turnarounds

Mergers & Acquisitions Product Line Management Project Management

Financial Analysis Business Systems Union Negotiations

Cash Flow Management Development Org. Restructuring

Banking Relationships Estimating Systems Contract Negotiations

Pricing Development

Professional Experience

Egyptian Concrete Co. (a concrete products producer - - primarily of

vehicular bridge structures) 2000 - 2009

President / CEO Washington, MO

Business Development Manager Chicago, IL

o Developed strategy and subsequently executed acquisition of employer-

company via stock redemption utilizing a leveraged buyout solution

financed by the simultaneous sale of a product line.

o Implemented cash flow management system for $25M company via creation

of contract backlog, production scheduling, revenue forecasting,

accounts payable scheduling and weekly planning components.

o Restructured organization to facilitate more effective performance on

large volume of standardized projects.

o Negotiated union contracts for five-year terms by creating numerous

wage divisions and offsetting wage increases with a freeze on company-

defined health care contributions.

o Established pricing systems and rate structures including

transitioning from cost-plus to market-based practices, when

possible, and creating both task- and product-based cost

estimating programs.

o Developed geographic market for proprietary licensed product via

a complex sales process. The success of this licensed product

and subsequent sale to the licensor financed the acquisition of

the company.

Implemented replacement of across-the-board weak infrastructure within a

two-year period encompassing: (1) a new accounting system; (2) contract

and quote tracking systems; (3) plant schedules and backlogs; (4)

dispatch schedules; (5) revenue forecasting and cash flow management

systems; (6) estimating programs; (7) plant facility clean-up and

organization; (8) replacement of batching systems at two plants; (9)

installation of a wide-area-network; (10) an organizational

restructuring; and (11) development of wage scale system for plant

personnel. This intensive activity followed the leveraged buyout of the

company. The scope and pace of the changes, the current tight credit

market and the debt level of the business required a recapitalization of

the company leading to its forced sale.

Developed underperforming business segment for proprietary licensed-

product with a long sales cycle via an indirect process requiring

consultative selling to and negotiations with government agencies,

private property developers, engineering consultants and contractors. In

first year, personally matched company's 10-year annual sales record for

this product line. At end of the third year, doubled first year's

results while absorbing additional duties of production planning and

project management. In the sixth year, revenue approached $5 million - -

almost four times the first year's sales. Consistently outperformed the

national average sales contract value by 50% emanating from product

enhancements, which also differentiated and protected the company from

competitors.

Heritage environmental services (a hazardous waste disposal &

services company) 1990 - 2000

Regional Vice President Chicago, IL

Director of Remedial Operations St. Louis, MO

Division Manager St. Louis, MO

o Managed organization with $30M in annual revenues, up to 5 business

units and 250 employees including all functions within both

construction and manufacturing companies.

o Restructured organization to facilitate more effective performance

customized scope-of-work projects.

o Performed financial and operational analyses of struggling business

units.

o Turned around poorly performing business units.

o Adapted to market place dynamics by entering/exiting product lines,

managing service or distribution geographies, adjusting pricing to

maximize profits or sustain minimum operating activities during

downturns.

o Led team that developed company's largest account by offering

multiple products and services as well as sustaining a high

performance level. This provided the resources, time and profit

needed to reorganize. Subsequently, developed additional

customers to ensure stable income base.

Reversed declining profitability trend for the combined services of 4

business units in the Chicago area during a consolidating market.

Accomplished this using multiple strategies: (1) transforming the

organization from being operations-focused to customer-driven to improve

customer relations; and (2) changing/adding service lines to enhance

profitability and growth; and (3) consolidating operations from two

locations into one to reduce overhead costs. Increased revenues from the

low to high $20M range while generating operating profits of 13%.

Improved financial performance of start-up division by increasing

operating profit 100%, which was above budget expectations, while

increasing revenue 22% in the first year. Maintained operating profit

for this $5M to $10M division while increasing revenue 75% over 4 years.

Sales backlog increased to a peak of 70% from a low of 20%. The average

collection period dropped from 90 days to less than 45 days.

WESTERN WATERPROOFING INC. (a concrete & masonry restoration contractor)

1988 - 1990

Branch Manager Indianapolis, IN

Accomplished operational turnaround of a wayward business unit by

redefining job responsibilities; developing a new key group after

terminating those responsible for gross mismanagement; and working

through significant business issues such as poor payroll practices, major

warranty work, underbid contracts and uncollected accounts receivables.

Iams company (a premium pet food producer)

1985 - 1988

Regional Engineer Dayton, OH

Managed the design and construction of a new $15M processing plant next

to the original, which was subsequently renovated, via a design-build

process in 9 months.

Prepared five-year manufacturing plans addressing future plant capacities

for varying product mixes along with the associated manpower needs,

capital requirements, raw material and finished product logistical

impacts, and profitability analyses.

Ralston Purina co. (a leading pet food & cereal producer)

1981 - 1985

Plant Engineer Flagstaff, AZ

Project Engineer Denver, CO

Environmental Engineer St. Louis, MO

Responsible for 32 person maintenance department with a combined budget

of $5M for capital improvements, repair expenses and energy costs.

Education

Bachelor of Science - Civil Engineering

Missouri EIT - 1981

University of Missouri - Rolla 3.2 / 4.0 GPA

497 Stagecoach Run ( Union, MO 63084 ( 314-***-**** ( abm5dz@r.postjobfree.com

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