Sales Manager

Gary L. Wick

***** ***** ***** *****, **** Lake, WI. 53185

Home: 262-***-**** Cell: 262-***-****

abnu1o@r.postjobfree.com

Landscape Management Position

Visionary executive with solid expertise in management, operations and leadership

Technical background and extensive experience in Sales, Marketing and Project Management

Areas of Excellence include:

Leading Change Developing New Business Managing Budgets and P&Ls

Redesigning Business Processes Leading and Developing Teams Forming Strategic Alliances

Negotiating & Closing Contracts Growing Revenue & Profits Creating Winning Business Plans

Career Development

Trees on the Move, New Berlin, WI 2006 - Present

Sales Manger (Residential)

Foster business expansion in the Midwest and drive strategic direction that supports business expansion.

Ensure the development and implementation of short term and long term plans and budgets which will

meet the company's financial objectives.

Develop and execute the strategic plan for the business and ensure effectiveness and appropriateness of

market strategies in light the competitive landscape and product portfolio.

Continuously enhance business competitiveness.

Engage effectively with different cross functional teams.

Analyze, propose, drive and carry-out the business plan.

Ensure a supportive work environment by bridging differences and building mutual trust.

Demonstrated by example, outstanding leadership, discipline, and ethical values.

Continue to foster and build a positive, success-oriented, high performance corporate culture that attracts

"the best and brightest".

Develop and sustain outstanding customer relations that have, increased repeat business and customer

referrals.

Drive the culture of operational excellence through rigorous execution. Drive decision quality. Ensure

business activities are supported through business process and financial controls.

Continue to evaluate the company's organization structure to improve effectiveness. Develop and

implement sound and practical organization plans and policies as required.

Build a stable and cohesive team of future leaders through development, empowerment and support.

GLW Lawn Care and Landscaping, Wind Lake WI 2004 -2006

Founder/Owner

Created a company that specialized in custom landscape design and lawn care maintenance. Selected and purchase

optimum equipment and tools. Hired and trained a team of five capable people to construct and implement designs

of hardscape projects. Developed marketing plans, collateral, sales plans, and controlled the budget.

Developed and implemented innovative business concept for sales and marketing.

Developed customer base for lawn care maintenance, snow removal and landscaping.

Outperformed revenue plan by 30% and hit profitability in 4 months.

Sold the business at a profit and accepted a management position with a large landscape company.

International Truck and Engine Corporation, Waukesha, WI 2003 - 2004

Director of Advanced Technology, Sales and Marketing, Shipping and Product Scheduling

Developed and implemented new sales and marketing strategy by designing a sales brochure, custom web site, and

hired two outside sales rep companies. Implemented and conducted monthly sales meetings assigning goals and

objectives for each staff member and sales rep. Supervised twelve shipping personnel, six sales, three schedulers and

four engineers.

Quoted $24M in internal and external sales and grew revenues by 55 %

Lead and attended new product launch and development meetings with internal and external customers -

developed new prototype for General Motors and many new parts for the Truck and Engine Groups.

Implemented new model date transfer system to reduce lead time for tooling and product development -

resulted in a 30% reduction in part to customer lead time.

Negotiated contracts with outside vendors and suppliers to improve logistics and reduced lead times and

shipping costs - resulted in a 35% reduction in turn a round time for parts and a reduction of $250,000 per

year savings in freight costs.

Identified quality control issues with suppliers and reduced the number of suppliers by 50% - Implemented

a plan for existing suppliers to be ISO certified within 12 months - the end result was a 100% improvement

on quality control and reduced our quality costs by 15%.

International Truck and Engine Corporation, Waukesha, WI 2000-2003

New Product Development and Technology Manager

Hired to make "a dream come true" for the plant, and save 385 hourly and 50 salary jobs. Presented to our potential

customer and upper management of International the plan to develop the product, reconstruct the facility, meet the

budget expectations, and deliver quality parts on time.

Managed the design, construction and implementation of a new Foundry within a Foundry

Successfully launched and completed this $22M dollar project and were the recipients of the 2002

American Foundry Society Plant Engineering Award.

Successfully filed and received a patent for this advanced technology - now owned by International Truck

and Engine Corporation.

Worked with the State of Wisconsin on appropriating funds for training - I presented our request to the

state board and we did receive $180,000 grant for training - worked with the HR department on advanced

training for our personnel and supplied the technical support for implementation.

Prepared the scope of work and completed contract negotiations with suppliers - resulting in meeting the

budget for this project.

Implemented state-of-the-art data collection system, vibration analysis program and equipment,

preventative maintenance programs, and negotiated twenty-four month warranty on all equipment.

Eaton Corporation, Milwaukee, WI 1998 - 2000

Assembly Manufacturing Manager

Managed all union and salaried employees for the assembly plant

Initially hired as a contract engineer for a $5M dollar project. I was required to attend product development and

design meetings and provide input for manufacturing and assembly methods. Personally developed strategic plans

for the purchase of equipment, tools and staffing of this new product and department. Handpicked the personnel and

trained them to develop this product.

Successfully launched and completed this project under budget and on time - resulted in being hired as the

Manager for all the manufacturing and assemble for this plant.

Create the documentation for ISO 9001 certification for the new resistor department - trained hourly

personnel - developed assembly methods, purchase equipment and tools.

Responsible for P&L and $2M in expense and capital budgets - managed two salaried and 89 union hourly

employees.

Improved gross utilization by 18% in twelve months - reduced indirect time from 499 to 294 hours per

week - improved productivity from 71% to 84% - increased productive to standard by 29% - resulting in a

27% increase in profits.

Implemented the Welder Certification Program required by our customers and for ISO certification.

GLW of Wind Lake Corp., Wind Lake, WI 1996 - 1998

Founder/Owner

Started up a new company specializing in pet supplies, birds, fresh water and salt water fish, and small

animals

Conducted a feasibility study and created a capital plan - picked out a location and negotiated a lease on a

facility.

Created the layout for the show room and pet area -purchase all the capital equipment and supplies -

researched suppliers for aquatics and birds and built a fantastic relationship with those suppliers.

Interviewed, hired and trained five employees on product, pet care, sales, telephone etiquette, and a new

Point of Sale computer system.

Briggs & Stratton Corporation., West Allis, WI 1978 - 1996

Manager, Product Design and Production Engineering Castings Division

Started up an engineering department that would be focused on customer support, design for quality and research

and development of new products. Outside sales would be the focus to improve the utilization of the highly

automated equipment that was underutilized.

Developed a new engineering department for targeting outside sales, and new product development

Developed the department's long and short range goals - created a capital and expense budget - established

engineering policies and procedures - incorporated those procedures into the quality manual.

Interviewed and hired a secretary, nine engineers and four co-ops for the department - trained staff in

design techniques and incorporated CAD workstation throughout the department.

Increase outside sales from $100,000 to $27M in the first years. Increased outside sales from $27M to

$69M in the next three years.

Established and maintained department and tooling budget for the three foundries.

Implemented Kaizen workshops in the division - IDEAS pay off program - co-op program with the local

universities.

Co-authored several papers regarding Rapid Prototyping and Material Wear Studies - designed and filed for

a patent on a mechanical device for loading cores into a green sand mold.

United States Army 1971 - 1978

Personnel Specialist (E-6)

Managed twelve junior enlisted personnel. Responsible for the Discharge and Separation Department. Wrote

training manuals for Data Processing and Separations. Received an Honorable Discharge with an Army

Commendation Metal for outstanding performance.

Education and Professional Training

Milwaukee Institute of Technology

Tool and Die Apprenticeship

University of Maryland

Business Administration

University of Hawaii

Business Administration

Milwaukee School of Engineering

Introduction to Industrial Robotics

Briggs & Stratton Corporation Milwaukee

Casting Design

Management I

Kepner Tregoe-Problem Solving/Decision Making

University of Wisconsin Milwaukee

Advanced Coaches Training

International Truck and Engine Corporation

Developing Managerial Skills

Dun & Bradstreet Business Education Services

Ductile Iron Society IL

Basic Ductile Iron Process

Donaldson Company, Inc.

Idea Analysis, Trained Evaluator

Basic Statistical Control

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