Manager Customer Service

M ARK T OPE

* * * * * l at i num Dr i v e • G r o v e Ci t y, O h io 4 3 1 2 3

Hom e: 6 1 4 8 01- 9 18 0 • C e ll u l ar : 6 1 4 5 80- 9 54 0 • E m a il : m ar k .t op e @ au t otr ad er p ub .c om

OPERATIONS MANAGEMENT • B USINESS D EVELOPMENT

Team Building … Lead By Example … Strategic Planning … Respectful and Reciprocating Management

“Lead by example,” hands-on manager combining entrepreneurial and corporate success improving

processes, enhancing revenues, cutting costs, and developing business throughout various environments.

Key role in streamlining efficiency: astute at recognizing areas needing improvement, with the vision to develop and

implement necessary changes. Known for team-based management style, value-based leadership skills, and vision-

based organizational design. Highly competent in employee training and development, fostering optimum productivity,

morale, and enthusiasm among team members. Articulate communicator at all organizational levels. Proficient with

Microsoft Word, Excel and PowerPoint.

AREAS S T RE N G T H & E X P E RT I S E

OF

Six Sigma Time Management Quality Control

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Kaizen Meeting & Exceeding Goals P&L Responsibility

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Staff Development Strong Leadership Skills Recruiting/Staffing

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Startup/Turnaround Detail Orientation Inventory Management

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Team Building Project Planning/Analysis Financial Statements

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DOT/OSHA Regulations Problem Solving Expense Control

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Troubleshooting Budgeting/Expense Reports Performance Evaluations

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Project Development Strategic Business Planning Productivity Improvement

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P ROFESSIONAL E XPERIENCE

COX AUTO TRADER PUBLISHING … Columbus, Ohio 2000 to Present

Nation's largest firm devoted to classified and photo guide advertising publications; preeminent vehicle and general

classified advertising publisher with 72 markets.

Regional Circulation Director (2002 – Present)

Promoted to administer sales, production and profit/loss performance for 16 metropolitan markets including

Central Ohio, Northern Kentucky and Eastern Great Lakes; develop and maintain operating budget for entire 16-

city territory. Hire, train, and mentor 16 circulation managers and 16 supervisors; establish market and staff

revenue, budget, production and expense quotas, oversee and analyze performance, and respond to strengths,

weaknesses and challenges.

Operated most recent 3 years consistently at 5% under budget and drove 8% revenue growth for last 4

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years consistent; elevated ranking for 13 out of 16 cities to Top 20 of 73 cities covered by company.

Elevated productivity via development of extremely aggressive merchandising strategy dispatching

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teams throughout market to re-rack 5,000 retail stores; initiative completed in just 2 months.

Spearheaded production of new quarterly publication responsible for generating $105,000 annual

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revenue.

Improved productivity and circulation with development of tracking scorecard designed to measure and

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respond accordingly to performance of city sectors; success of scorecard caught attention of colleagues

and was implemented throughout company. Developed bonus program based on scorecard results.

Reduced high turnover (experienced prior to accepting position) by hiring and developing managers,

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and providing tools necessary for success; training focused on time management, multi-tasking and

operating “autonomously” throughout territory.

Negotiated elimination of $500,000/year rack display allowance (RDA) paid to retailers; designed rack

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system to accommodate both newspapers and company publications, paid for cost of racks, and negotiated with

retailers to charge RDA to newspaper companies.

Saved company $7,000 annually with implementation of inventory process to control cost of

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merchandising displays utilizing volume buying strategy.

M ARK T OPE Résumé Page 2

Circulation Manager (2000 – 2002)

Supervised circulation of 16 publications throughout Ohio and West Virginia; developed and maintained

inventory, budget and expenses and administered profit and loss performance throughout Columbus, Ohio market.

Ensured on-time delivery of publications, and responded and resolved customer complaints; oversaw 43

independent contractors and 2 fulltime employees. Served as member of safety committee.

st th

Increased revenue 8% each year as circulation manager and increased Columbus ranking to 1 from 8

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in just 2 months; improved overage/shortage 32% with development of stricter check-in procedure collecting

cash and checks from route drivers and reduced pay 12% after successfully negotiating rates with independent

contractors.

Generated additional $42,000 annually with additional territory increasing customer base to 1,100 from

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823; performance results realized in less than 5 months.

VALUE CITY MAZEL … Columbus, Ohio 1995 to 2000

Off-price department store chain operating over 110 stores nationwide with sales exceeding $1 billion; Mazel was

partner specializing in toy, sporting goods and health-and-beauty departments.

Area Processing Manager

Oversaw production and performance of 200,000 square-foot facility, supported by 80-100 full/part-time and

temporary employees responsible for merchandise receiving, processing and allocation to retail stores

throughout Central Ohio; managed department budget and profits/losses, spearheaded production planning and

scheduling, negotiated temporary staffing contracts, improved operational policies/procedures, trained and

developed work teams, and maintained employee relationships. Contributed as member of safety committee.

Developed and mentored first team to process $500,000 in merchandise within one shift; saved

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approximately $520,000 by enhancing work flow procedure ultimately improving merchandise processing 14%

(savings broke down to $2,160 per day in overtime).

CORNER DRIVE-THRU … Columbus, Ohio 1994 to 1999

Owner/General Manager

Administered and supervised all facets of operations including daily retail sales and customer service,

budgeting and banking, staff oversight (3 associates), purchasing and inventory management, and facilities

maintenance, security and safety.

Grew business from $75,000 in first year to $380,000 per year thereafter; improved sales by providing

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proper customer service training to employees. Negotiated and sold operation at healthy profit.

Improved product movement by reorganizing slow moving inventory and restocking popular items; close

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attention paid to inventory activity freed up cash spent on non-selling products as well increased overall profits.

Enhanced inventory management with development of scanning system ensuring product demands was

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met; system also prevented out of control employee theft.

E ARLY C AREER A CHIEVEMENTS

Designed new production line resulting in 56% production and workflow process improvement within 6

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months; also doubled daily production from 4,000 bottles to 8,000 and reduced manpower by 12 resulting in

10%-20% payroll savings. Production Manager, Magnetic Springs, Water Company

Led quality circle project saving $24,000 annually and positioned operation in Top 10 of national quality

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circle competition; facilitated team through fish bone exercise and situation analysis to determine improvement

opportunities and maintained team focus and motivation throughout project lifecycle. Spent 4 months in Japan

and received training on new line set up and time studies; trained methods to improve processes via

employment of Kaizen methods (problem solving methods used by Japanese). Quality Control Associate,

Jefferson Industries

E DUCATION

COLUMBUS STATE COMMUNITY COLLEGE … Columbus, Ohio THE OHIO STATE UNIVERSITY … Columbus, Ohio

BA of Science in Business Administration, 1990

Business Management Curriculum

M ARK T OPE Résumé Page 3

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