Management Sales
Resume:
D ONALD M. HOR NER, J r .
**** * * ******* ****, H untsville, AL 35801
• ***.******@***-***.***
•
S UM MARY OF QUAL I F ICAT IONS
Twenty-six years of management experience in business administration, personnel,
p roject and program management including critical path scheduling, estimating, bidding,
forecasting, planning, budgeting and contract management. Areas of expertise: multi-
unit management, profit and loss management, project management, budgeting,
leadership and team building for results.
P ROFESSIONAL EXPER I E NCE
YUL ISTA MA NAGE ME N T SERV ICE
06/08-present
Prime contractor supporting the Army’s rapid Prototype Integration Facility of the Aviation and
M issile Research, Development and Engineering Center. Yulista provides estimates, engineering
set up and management for over 46 individual projects in multiple locations, states and count ries;
responsible for technical direction and supervision for aviation prototype development for the
following aircraft OH-58- (A,C,D,F) C-26, C-27, U H-60, H H-60, AH64, CH-47 Bell 206/407 and
T H-67.
D eputy Aviation Program Manager
• Coordinate and manage scheduling, budgeting, contract negotiations and technical performance.
P rovide overall leadership of new aviation programs, managing more than 42 team members and
$200 million in contracts.
• Develop and lead bid and proposal teams for new business.
• Lead teams in developing engineering solutions to include: cockpit re-design, weapon system
i ntegration, avionic upgrades, reset programs and aircraft structural modifications .
• As Acting Program Manager for over 6 months, increased projects funding by $25 million and team
headcount by 33%, proactively keeping the new programs properly staffed.
N ANSH E GROUP
12/06 – 06/08
Commercial Development Services specializing in construction management, project and
engineering planning, project/program management, cost estimating, budget planning,
permit ting, warranty inspections, construction design and feasibility studies.
Area Partner
Principal, South Region
• Led development of Commerce Banks in the DC area. Utilized multiple consultants working with
D istrict of Columbia to obtain all required city approvals. Managed permit ting and construction,
delivering banks to operations on scheduled dates, within budget; all quality standards met.
• Developed, planned and executed project budgets. Ensured all contracted services were completed on
t ime, within budget, and achieved all quality requirements before payment release.
• Performed feasibility studies for 20 + locations, including onsite inspections and business analysis for
decisions to purchase.
D ONALD M. HOR NER, Jr., Page 2
H OR NACO, I NC 08/99 –
11/06
CFO/COO duties for a six-location company; responsible for profit and loss for $4.8 million in
sales, facility maintenance, budget planning and execution, new unit development and
construction, human resources, recruiting, t raining and terminations for 11 salaried managers
and over 100 crew members.
P resident
• Exceeded fi rst year financial goals, outpacing Taco Bell Franchise system by more than
3.4%.
• Analyzed all sales and profitabili ty data; making t imely management and leadership
decisions based on business and sales t rends. Successfully anticipated business t rends and
made proactive adjustments, expanding locations and downsizing as needed.
• Took advantage of a strong business cycle to sell business at a peak.
T ACO BELL CORPORAT ION
09/92 - 08/99
Di rector of Architecture & Engineering
Responsible for managing a department of architects, engineers, consultants and support
personnel tasked with new prototype development while keeping over 14 building designs
current. Oversaw web site design and upkeep along with maintaining engineering equipment
specifications. Planned, coordinated and reviewed all phases of new prototype development.
• Moved construction drawings and concept design on parallel paths, streamlining
i mplementation of new concept after leadership approval. Brought new design on line nine
months ahead of t raditional rollouts.
• Organized and designed a mult iple location test; conducted a comprehensive execution
analysis of all test data, continually improving final design.
• Assessed and improved systems for project/program planning, evaluation and execution.
• Solicited and incorporated customer ideas for executive buy-in before rollout of new
designs.
• Instrumental in design decision for bold, new look; “flying arch” is still used on all new
construction.
• Advised executive management team on all building designs.
• Effectively communicated department's visions and goals, both orally and in wri ting, to
keep all upper level management, internal and external customers informed on critical
issues.
• Provided product and technical support for franchise, company and license development.
Market Manager
02/94 – 01/98
Led a company-owned market of 26 stores; responsible for profit and loss for more than $20
m illion in sales, budget execution, facility maintenance, and human resource management for 54
salaried managers and 600+ crew members.
• Used analytical and evaluation methods to assess all sales and profitability data, making
management and leadership decisions based on this information. Consistently hit or
exceeded performance targets.
• Drove a 7% sales increase in 1997, outpacing the system average. Led Northeast Zone for
total profitabili ty, including positive sales growth year over year.
• Focused on reducing cost of sales, hourly labor and controllable costs resulting in a 3.2%
i ncrease in margins for 1997 and incremental $596,862 over 1996.
• Decreased crew tu rnover by 20% while holding salaried manager turnover to 11% in 1997,
well below the 31% system average.
DONALD M. HOR NER, Jr., Page 3
T ACO BELL (continued)
Construction Manager
09/92 – 02/94
Forecasted, budgeted and administered all aspects of development projects; conducted financial,
contractual, permit ting and construction administration for 52 projects estimated at $50 million.
(Built 25 Taco Bells in a one-year period).
• Participated on a corporate-directed work team to re-engineer methods of opening new stores system
w ide, achieving operational excellence from day one (development, business set-up, marketing,
recruiting, selection and t raining.)
• Audited all projects, ensuring compliance with regulations and contract requirements upon
completion.
• Developed innovative process tools to align business practices with corporate strategic intent (Quality
Coach, Site Inspectors Manual, Photo Punch, Final Inspection Rating System, Vendor Feedback
Form, Site Sketch Cover Sheet, Post Audit Ride and Pipeline Management).
• Used critical path scheduling and people management skills to achieve a 46-day construction average.
Setting a new company standard of construction t ime (compared to a t raditional 90 day schedule).
• Developed customer focus and continuous improvement practices within the consultant team.
• Earned highest overall performance rating for business management; overall Highly Successful
r ating.
MOB I L O I L CORPORAT ION
04/89 – 09/92
Project Engineer and Design Engineer
• Implemented knowledge of engineering standards, customer needs and marketing concerns to design
t he most effective engineering solution.
• Utilized knowledge of acquisition policies, procedures and applications to bring suppliers online and
p lace purchase orders for products.
• Negotiated contracts within budgeted funds. Managed contracts to complete projects within specified
t ime frames while maintaining correct engineering practices and quality specifications.
• Developed a guide to help managers implement Total Quality Management leadership practices.
• Conducted financial, contractual, permitting and engineering administration for 36 projects
estimated over $9 million.
• Developed and led an employee suggestion system, saving $980,000.00 through employee suggestions
i n one year.
• Educated upper level management on Total Quality Management and its implementation philosophy.
• Provided technical knowledge and facilitation for employee work teams.
• Authored and initiated the implementation of a three-year plan to include a vision statement, quality
policy and baseline survey for future measurement.
• Developed a model that guides employees through a process analysis.
• Informed management of a potential $1 million savings over a three-year period, decreasing
environmental liability by changing our philosophy of tank location.
• Identified a t rend of capital reinstatement, updated estimating guild lines, consequently reducing
capital t ie-up by an average of $10,000.00 per location.
• Worked on development and implementation of new marketing strategies/programs designed to
i mprove oil sales (equipment design, development and selection, optimum equipment positioning,
scope of work, and rollout of the program to the field engineers).
DONALD M. HOR NER, Jr., Page 4
UN I TED STATES MAR I NE CORPS
04/85 – 04/89
Series Commander
• Trained, managed and supervised 14 personnel for the safe t raining of 1,360 recruits per year.
• Conducted public relation programs that created and maintained a favorable image of the Marine
Corps.
• Evaluated training requirements, formulated and implemented new ideas and methods in t raining
personnel which increased overall unit performance by 13% in three months.
• Developed and presented briefs to US and foreign dignitaries.
Combat Engineering Platoon Commander/Executive Officer
• As Combat Engineering Platoon Commander/Executive Officer, took full responsibility for the safety,
management, t raining, and supervision of 40 individuals.
• Counseled personnel in job-related performance and personnel matters; made personnel
assignments.
• Planned, organized and conducted the logistical movement of 140 personnel and $2 million dollars of
equipment between foreign countries with 100% accountability.
• Planned, directed and coordinated projects in excavation, drainage, utilities, construction (vertical,
road and bridge), demolition (surface and subsurface) and defensive positions (design and breaching).
• Ensured project outcomes in keeping with prescribed priorities, time and resource limitations.
• Instilled knowledge and loyalty in subordinates to ensure proper response to instruction.
• Helped instill high t rust among subordinates, peers, senior management, and local community.
• Implemented new procedures/programs for increased efficiency in both technical and educational
a reas.
E D UCAT ION
DEGREES
• MBA
National University, San Diego,
CA . . . . . . . . . . . . . . . . . . . . . . . . . 1989
• BS, Mechanical Engineering
University of Arizona, Tucson, AZ . . . . . . . . . . . . . . . . . . . . . . .
. . . 1984
ADD I T IONAL CERT I F ICAT IONS
• Engineer School
United States Marine Corps . . . . . . . . . . . . . . . . . . . . . . . . .
. . . 1985
• Total Quality Management Certification
Marymount University, Arlington,
VA . . . . . . . . . . . . . . . . . . . . . . . . 1993
SECUR I TY CLEARANCE
• Active Secret Security Clearance
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