Sales Customer Service
Resume:
Eric Allen
Cerritos, CA *****
***********@*********.***
President / CEO – Business Revitalization & Turnarounds
Innovating and Transforming Companies into Market Leaders
Champion Executive Best Practices, integrated change across all areas of operations. Led teams to deliver phenomenal profits, sustainable business growth, and rapid launch of industry-leading new products, services and sales. Directed up to $80MM P&L and up to 300 associates in the US and China.
A fearless change agent fuel-injected with enthusiasm, I envision and execute game-changing turnarounds FAST, get returns NOW and bullet-proof companies against the economic dynamics driving today’s highly volatile global marketplace. It is my responsibility to enhance profitability and ignite strong leadership across all levels and enable good people to have a secure future.
KEY COMPETENCIES INCLUDE
Vision & Strategic Formulation
Leadership Development
Continuous Improvements
Global Strategic Alliances
Budget/Sales Forecasting
Cost Reduction Strategies
High-Stake Negotiations
Supply Chain Principles
Margin/Pricing Optimization
Business Acumen
Performance Metrics KPI
Quality Control Systems
Tactical Marketing Planning
Sales Growth and Business Turnaround
Change Management
PROFESSIONAL EXPERIENCE
Luminance, Los Angeles, California
President and CEO, May/2013 to Jan. 2018
Provide executive leadership for a lighting manufacturing product provider with multiple offices including an office in China and gross revenue of $80 million.
Lead operation and strategic direction with full responsibility for bottom-line factors, including long- range planning, global product management and software development processes. Provide cross- functional management; direct the senior management team; and general oversight of 300 employees. Direct all operation for manufacturing and service delivery. Redefine organizational structure; oversee major pricing decisions and perform monthly financial evaluations of company results.
Key Achievements:
Created a more responsive and market-driven organization resulting in increased sales exceeding 17% year-over-year.
P&L responsibility for a $80 million specialty and custom lighting business including Sales, Marketing, Operations, Pricing and Product Development.
Helped returned the company to profitability by increasing total market share and after market sales 17%, and pushing through selective price increases in a difficult economy.
Reversed many years of financial and market share losses by reducing Operating Expenses over $2M in the first year by consolidated operations, optimizing inventory, restructuring sales and marketing, and elimination of unnecessary external professional services.
Financial Analysis including Activity Based Costing to rationalize product mix and variety, Customer and Product category P&L.
Improved overall profitability and increased sales by over 17%
Substantially improved productivity while reducing staffing and operational cost by 10%.
Significantly increased customer satisfaction based on survey data from over 4000 customers, by implementing relevant metrics, tracking performance, increased training and telephone monitoring.
Opened new marketing channels and established strategic alliances in Asia.
Developed and introduced successful new products for international markets.
Returned company to high profitability through strategic and efficient restructuring.
Grew E-commerce sales by 300% through social networking, and internet advertising and marketing.
Increased sales in re-established market segment by identifying new high-growth strategies and generating innovative new products, services and world class customer service. Successfully partnered with an Investment Banker Firm and executed the company sales transaction.
Luminance, Los Angeles, California
Vice President of Operations, Feb. 2010 to May 2013
Leadership to reverse 5 years of declining sales and profitability in the very competitive lighting products industry. P&L Responsible for Sales and Marketing, Supply Chain, Operations, Promotional Products, Distribution, Product Development, Manufacturing and Engineering. Stocked over 30,000 SKU’s (custom hospitality lighting and stock) lighting fixtures, LED bulbs, ceiling fans and electrical parts imported from Asia.
Reversed many years of financial and market share losses by reducing Operating Expenses over $2M in the first year by consolidated operations, optimizing inventory, restructuring sales and marketing, and elimination of unnecessary external professional services.
Performance results: >97% OTD to customers, >93% Supplier OTD, <.97 Strategic Purchase Price Index, Sales exceeding plan by ~10%.
Key actions included Activity Based Costing Analysis to reduce sku’s by over 15%, optimize pricing, implementation of 6 Sigma principles to increase capacity utilization, and reduce scrap rates from over 18% to less than 5%
Realizing cost savings of $1.5m through strategic domestic and international supplier partnering programs
Implemented Customer and product line P&L metrics including analysis of promotional activity to optimize pricing, product mix and promotional programs.
Improved profitability of Promotional Products Division by improved pricing, new product development to meet the needs of the changing marketplace and sku rationalization.
Increased product placement and sales growth at Big Box retailers including Wal-Mart and Target.
Grew E-commerce sales by 300% through social networking, and internet advertising and marketing.
Price Pfister Corporation Lake Forest, California
Director, Consumer Operations, Feb. 2008 to Feb. 2010
Double digit sales increase by implementing customer service telesales, reducing backorders more than 30% and improved speed of delivery by over 50%.
Restructured China sourcing office improving supplier product quality and reliability, and identification of new suppliers.
Significantly increased customer satisfaction based on survey data by implementing relevant metrics, tracking performance, increased training and telephone monitoring.
Improved overall profitability as a % of sales by restructuring/re-engineering processes and creating a “System” to enhance productivity and efficiency.
Developed and implemented “Best in Class” operations processes based on Lean Methodology
Key actions included Activity Based Costing Analysis to reduce sku’s by over 20%, optimize pricing, implementation of 6 Sigma principles to increase capacity utilization, and reduce scrap rates from over 18% to less than 5%.
Reduced Warranty Cost of Failure 20% by using Six Sigma methodology to improve quality.
Reversed many years of financial and market share losses by reducing Operating Expenses over 12% in the first year by consolidated operations, optimizing inventory, and elimination of unnecessary external professional services.
Improved Customer Support processes resulting in 38% increase in productivity, 9% reduction in abandoned calls, and achieving 95% service levels (Service, Delivery & Customer Satisfaction),
Developed and direct the management of Distribution Centers and ensured same-day order processing, 98+% accurate inventory control, managing logistics and transportation cost.
Grew E-commerce sales through social networking, and internet advertising and marketing.
Reduced inventory surplus by 25% by implementing demand based planning process and MRP.
Established departmental objectives, work plans, and schedules to meet operational assignments.
Improved operational processes resulting in 33% increase in productivity.
Increased excess and obsolete inventory sales by $7.5 million through online sales strategy.
Established a robust “Voice of the Customer” Program to turn customer data into actionable intelligence and support Sales/Marketing, Quality and Engineering for enhanced reporting.
First American Corporation Santa Ana, California
Director of Operations, Feb. 2005 to Feb. 2008
Responsible for identification, development, implementation, documentation and continuous improvement of business processes, standards and tools within Support Services.
Improved overall profitability as a % of sales by restructuring/re-engineering processes and creating a “System” to enhance productivity and efficiency.
Oversaw both staff and projects ensuring that technology has an appropriate supporting role for daily operations, sales, technical support, and customer service.
Improved Customer Support processes resulting in 53% increase in productivity, 18% reduction in abandoned calls, and achieving 93% service levels (Service, Delivery & Customer Satisfaction).
Significantly increased customer satisfaction based on survey data from over 3000 customers, by implementing relevant metrics, tracking performance, increased training and telephone monitoring.
Improved operations processes resulting in 25% increase in quality.
Promoted the integration and strategic business and operating plans across the organization.
Ensured that appropriate business Key Performance Indicators (KPIs) are established and measured to represent performance and output.
Increased efficiency of our external vendor process by eliminating non-value added functions.
Delivered defined measurable improvements against customer satisfaction and operational metrics, turn customer data into analytical intelligence which minimized churn.
Cox Communications Orange, California
Director of Operations, Oct. 1999 to Dec. 2004
Managed and oversaw the daily operations and ensure business objectives are met ensuring superior customer service.
Built the first Division Business Services department supporting manufacturing strategy, new product development, technical support and field services.
Grew incremental upsells over 15% in a very competitive telecommunication market by developing the strategy to win large B2B accounts, launching new products and building the value of the brand.
Developed strategy to modify sales incentive programs tied to customer profitability improvement.
Improved overall productivity 5% by re-engineering existing processes based on speed and efficiency.
Realizing on-time-installation of 98% for both new service and repair.
Increased site profitability to $4m from $3m through cost control, throughput, and inventory reduction initiatives.
Reduced internal defect finds by >90% (100 / week <10 / week) through implementing “Quality Events” and improving first pass yields
Improved Customer Support processes resulting in 41% increase in productivity, 12% reduction in abandoned calls, and achieving 96% service levels (Service, Delivery & Customer Satisfaction).
Involved in the development of Strategic Planning, and Business Process Analysis.
Tracked, measured, improved and reported weekly Installations, First Call Resolutions, Quality Assurance, and Trouble Calls.
Education, Professional Certifications and Affiliation
Bachelor of Science, Engineering, California State University, Long Beach
Professional Coaching and Mentoring Certificate Program, California State University, Long Beach
CPIM, Certified in Production and Inventory Management - American Production and Inventory Control Society
Turnaround Management Association, Member Lean Six Sigma
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