Manager Sales

Randy B. Wochy

**** ********* **** ****: 832-***-****

Richmond, TX 77406 ******@*******.*** Cell: 301-***-****

SENIOR EXECUTIVE

Highly-accomplished executive with more than 25 years of high-level

performance in improving operational efficiency, cutting costs, driving

revenues, and increasing profitability for multi-site, multi-product

operations. Visionary leader and strategist, with a strong P&L focus, who

excels at analyzing under-performing operations, pinpointing areas of

deficiency, and implementing high-level process improvements impacting

benchmark performance across key operational metrics.

Dynamic mentor, trainer, and coach who excels at building and managing

cross-functional teams that are accountable, quality-oriented, and highly

productive. Recognized for expertise in reengineering unproductive work

processes and driving sustainable "big-picture" change.

Core Leadership Qualifications

. Revenue & Profit Growth . Multi-Site Operations Management . Cost

Reduction and Control

. Strategic Operations Planning . Restructuring & Consolidation .

Technology Implementation

. Productivity Maximization . Staff Training & Development . Quality

Management

. Process Reengineering . Project Leadership . Policies & Procedures

Professional Experience

U.S. CONCRETE, INC., Houston, TX 2001 to Present

A $700 million provider of ready-mixed concrete and concrete-related

products with a fleet of more than 1,400 mixer trucks and approximately 170

concrete, concrete block, and aggregate plants nationwide.

Vice President/Director - Team Lead Oracle Implementation (2007-Present)

Selected by CEO for temporary assignment at corporate office to serve as

one of three team leads tasked with managing the implementation of new

Oracle system, throughout all company divisions. Oversaw the selection and

assessment of systems, program requirements, and specifications. Not only

designed, tested, and create training documents but trained system users on

the operational, financial, and sales side of the business. In addition,

played key role in the selection and implementation of new Siebel sales

automation tool. Presently, assisting Portable Plant Division to bid and

secure new projects while decision to proceed with Phase II is on hold.

. Personally trained more than 250 employees on the use of Oracle.

. Led the successful integration of existing production and fleet

maintenance systems with Oracle, the first time this had been

accomplished.

. Collaborated with team leads to establish purchasing policies and

procedures for all company departments.

Vice President & General Manager (2006-2007)

Superior Concrete Materials & Wyoming Concrete (a US Concrete Company)

Upon request of COO, took over management of an unprofitable division,

Wyoming Concrete, with the goal of merging operations with the Superior

Concrete Materials Division. This created one operating division with more

than 210 employees and more than $55 million in annual revenues. Managed

all aspects of the business including operations, production, maintenance,

quality control, product selection, capital spending, and marketing and

sales.

. Analyzed problematic areas to restore profitability and growth to

poorly managed, overstaffed Wyoming division, which had lost $2 to $2.5

million annually for 3 previous years.

- Merged management and technical staff of two divisions into one

operation, slashing overhead expenses by more than $450,000.

- Reversed losses of $150,000 to $300,000 per month and restored

positive EBITDA within 3 months by reducing operational costs,

increasing volumes, and improving selling prices.

. Led major sales team effort to recapture lost market share, which had

declined by 35%, by focusing on customer service, improved quality, and

more competitive pricing.

. Severed unprofitable customer relationships, which enabled sales reps

to re-direct their efforts on providing a higher level of service to

more profitable accounts.

. Rapidly reduced maintenance costs by over 10% by implementing new

standards and cost controls for the maintenance department.

Vice President and General Manager (2001-2006)

Superior Concrete Materials (a US Concrete Company)

Hired to manage this $36 million division, formed through the consolidation

of two previously privately owned DBE status companies, that consisted of

several ready-mixed concrete plants and an on-site portable plant division.

Managed all aspects of business operations, with full P&L responsibility,

which included management of 105 employees. The onsite group secured

projects nationwide, which ranged in duration from 3 months to several

years. Projects included the "Big Dig" project in Boston and the Capitol

Visitor Center in Washington, DC. Reported to the company COO.

. Restructured and reorganized the two business operations into one

cohesive unit, resulting in an $850,000 reduction in overhead costs

through staff reductions, reassignments, and stringent expense

controls.

. Drove improvements across key metrics to attain one of the lowest

operating costs per unit with the highest delivery efficiency rate in

the company. At one time, became the highest volume plant in the entire

company, surpassing several very large production facilities in

California.

. Increased plant running efficiency by more than 10% by implementing

routine equipment maintenance /servicing schedules, which significantly

reduced equipment breakdowns.

. Improved productivity of drivers, mechanics, and plant personnel by

establishing performance expectations and monitoring work quality. This

resulted in a significant reduction of unproductive time and overtime

hours.

. Increased revenues by improving product quality, enhancing customer

service capability, and increasing selling prices.

. Lowered raw material costs by as much as $3 per cubic yard by

identifying alternate materials and sources.

VULCAN MATERIALS, Houston, TX 1998 to 2001

The nation's largest producer of construction aggregates with annual sales

of more than $2 billion.

Regional General Manager

Gulf Coast Region

Held full managerial and fiscal responsibility for this $37 million

regional operation that imported and distributed crushed stone from their

quarry in Mexico and from a quarry north of San Antonio. Region included a

2.5 million ton-per-year ship served aggregate distribution yard, two rail-

served distribution yards, several direct customer distribution sites and a

Calcium Carbonate Grinding Plant (CCGP). Supervised company staff of 25 and

managed Vulcan's interests in the CCGP, which was a joint partnership with

Cimbar Performance Minerals.

. Improved returns for aggregate operations by more than $1.8 million in

1999, with an additional increase of $300,000 in 2000, through tight

control of operating costs, new customer acquisition, and price

increases in line with competitive market rates.

. Set new company records in 2000 for the highest daily, monthly, and

yearly volume achieved in the history of the Houston operation.

. Identified expansion need that led to the acquisition of two new

locations for development of the rail-served distribution yards.

Participated in all decisions relating to the selection of locations,

and the construction and layout of these distribution yards.

THE CONCRETE COMPANY, Columbus, GA 1997 to 1998

Operator of 26 ready mixed concrete plants, two sand and gravel operations,

one pipe manufacturing plant, and a cement import terminal with combined

annual revenues of more than $100 million.

Vice President & General Manager

Originally hired on a contract basis to assist owner with management of the

ready mixed concrete operations. Within a couple of months, offered the

opportunity to manage the design and construction of a 60,000 ton cement

import terminal that had stalled in its start-up phase. In addition to this

project, managed two sand and gravel operations that produced one million

tons per year, the trucking division, and the on-site portable plant group.

Managed staff of more than 35 employees.

. Planned, organized, and managed budget for the construction of the

cement import terminal, which included working with equipment vendors

and the design and structural engineers for the project to develop

and finalize equipment needs and the design of all structures.

. Improved return of aggregate operations by 25% by increasing selling

prices, reducing operational costs, and improving market share.

STONECO, INC. (a Division of S.E. Johnson), Toledo, OH 1995 to 1997

A $350 million aggregate, asphalt, and road construction company operating

in Michigan, Ohio, and Indiana.

Regional General Manager

Central Region

Directed all aspects of operations, marketing, and production for this

group of 6 rock quarries with an annual production of more than 5.2 million

tons and revenues of more than $20 million. Managed 7 superintendents and

one sales manager with a dotted line to approximately 115 employees.

. Improved 1996 revenue by $2.5 million over previous 5-year average by

implementing operational cost improvements and increasing prices to

competitive market levels.

. Implemented new program that assigned superintendents with the

responsibility of implementing best practices for various aspects of

quarry operations.

. Reduced operating costs by more than 10% through improved processing

methods and by standardizing purchasing for parts and equipment.

LAFARGE CANADA, INC., Toronto, Canada 1984 to 1995

Canada's largest maker of cement, concrete-related building materials, and

asphalt paving / road construction services with more than 300 sites

throughout Canada, including quarries, plants, and distribution facilities.

Vice President and General Manager, Northwestern Division (1993-1995)

Lafarge Construction Materials Division, Eastern Region

Directed all aspects of operation for this $91 million division that

included 28 ready mixed plants, 8 asphalt plants, 16 aggregate operations,

and one cement depot. Managed division through 17 managers with a total

complement of more than 400 employees. Realigned segments of 3 separate

divisions into one new operating division. Reported to the President of the

Eastern Region.

. Increased sales by $11 million in first year of restructuring and

exceeded budgeted profits by $1.5 million.

. Achieved 21% return on net assets, significantly ahead of corporate

target of 16%.

. Achieved the second highest returns in 1994 for a Lafarge Construction

Materials division.

Vice President and General Manager (1992-1993)

Lafarge Ready Mixed Concrete Division

Held full management and fiscal responsibility for this $65 million

division with 33 ready mixed concrete plants. Managed division through 12

managers with a total complement of more than 400 employees. Restructured 3

separately operated ready mixed concrete companies into a single operating

unit. Reported to the President of the Concrete Products Group.

. Achieved $9.2 million in EBIT improvement in the second year of

reorganization despite a 35% overall market decline.

. Reduced selling and general administration costs by more than $2

million.

. Chaired an 8-man committee to restructure and downsize the Lafarge

Standard Industries Group which was a $350 million, 15-division,

operating unit with over 1,600 employees.

EARLY CAREER SUMMARY:

Prior engagements included progressively responsible management roles with

Lafarge Slag Cement and Red-D-Mix Concrete, a division of Lafarge. This

experience provided a broad foundation of leadership experience and skills

that contributed to subsequent growth and successes within the industry.

Education

Bachelor of Applied Science in Civil Engineering - University of Toronto

Professional Development:

Selling Skills for Managers - Xerox Training Center

Oracle Training - Overview, Navigation, Purchasing, Inventory Modules

Executive Business Course - Duke University

Misc. programs presented by the PCA, National Aggregates Assoc., and the

NRMCA

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