Customer Service Manager

Steven F. Van Amburg

**** ****** ***** **, ***********, NM 87111

Home: 505-***-****, Cell: 505-***-****

Email: *****@*******.***

OBJECTIVE

A position where my knowledge, abilities and experience can be drawn upon to advance the goals of your company or organization.

Experience

Accountant VanAmburg & Associates.Inc [2010 – 2017]

Responsible for: Accounting, Account Receivable, Accounts Payable, Bookkeeping, Customer Service, Real estate. Responsible for overall Operations. Tasked with the development of Short term and Long term business goals. Conducted Variance Analysis, Budgeted-vs-Actual, Job costing and Estimates, Identified Direct and Indirect costs., Break even Analysis, Evaluated and developed plans which included time-lines, expectations, goals, and productivity standards, to improve operations. Developed and implemented of Business Plan while working as Appraiser.

Accountant Wesco Electric [2007 – 2009]

Under direct onsite supervision through Wesco Electric, Inc. Responsible for construction and installation of platforms for Telecommunication Cabinets as Foreman. Also worked as a Accountant, AP, AR, Bookkeeping, Payroll, Variance Analysis, Budgeted-vs-Actual, Job Costing and Estimates, Identified direct an indirect costs, Break Even per Job. Also Worked as a Apprentice. Tasked with project completion and development of Short term and Long term business goals for Wesco Electric. Evaluate and developed plans which include time-lines, expectations, goals, and productivity standards, to improve operations.

Accountant Builders c Contractors Alliance [2006-2007]

Tasked with the development of Short term and Long term business goals. Accountant/Bookkeeper, AP, AR, Payroll. Evaluated and developed plans which included time-lines, expectations, goals, Variance Analysis, Budget-VS-Actual, Job Costing and Estimates, Productivity standards, to improve operations. Developed and implemented of Business Plan while working as a framer. Results: Established and constructed accounting system, established credit in the corporation name to facilitate cash management, and development of a Sub-S for future members of the co-op. Evaluated and developed plans which included time-lines, expectations, goals, and productivity standards, to improve operations.

Unit Manager Rainbow Food [2005-2006]

Responsibilities include: Operations, recruiting, customer service, inventory control, loss prevention, cash management, budgeting, forecasting, local marketing, personnel training and supervision, merchandising, and facilities management. Results: Achieved and increased same store sales by 5%, Increased productivity and used less labor dollars than PY while still increasing Sales and customer service, Improved Safety and Sanitation scores from 50% to over 80%, One of the only stores to achieve Budget 4 out of 5 months begging Jan 1., Recognized as a top performer among peers, Overachieved Budgeted EBITDA - 1 of 3 stores To bonus in a 40 store division.

Division Manager /Vice President The Great Atlantic and Pacific Tea Company [2003-2005]

Tasked with control of planning, staffing, budgeting, managing expense priorities, recommending cost reduction strategies to Board, and implementing changes to turnaround Operations in Midwest Division. Evaluated and developed plans which included timelines, expectations, goals, and productivity standards, to improve regional operations, recruiting, customer service, inventory control, loss prevention, cash management, budgeting, forecasting, local marketing, personnel training/supervision, merchandising, and facilities management. Results: Constructed and implemented staffing models to increase operational efficiencies which included baseline flex schedules, reduced labor costs by 6%, established accountability, reduced operational costs by 9%, reduced inventories by 3 million dollars to free up cash and increase R.O.I.. Created Merchandising Layouts (MLO’s) to coincide with merchandising directives, strengthen vendor partnerships. Resulted in the sale of the Midwest Division to outside investors, who had declined the same offer one year prior.

District Manager/Regional Merchandiser Winn-Dixie [2001- 2003]

Tasked with Operations, recruiting, customer service, inventory control, loss prevention, cash management, budgeting, forecasting, local marketing, personnel training/supervision, merchandising, and facilities management. Served as the Assistant Grocery Merchandiser responsible for 150 stores in a five state region. Evaluated and developed plans which included timelines, expectations, goals, and productivity standards to improve regional operations, which included inner city stores and the worst performing district in the Montgomery Division. Results: Accomplished what previous DM’s could not - Reduced shrink by 1.9%, increased gross by 2%, reduced backroom inventories by 11%, improved customer service, increased profits by 1.79%, increased morale, and dramatically improved store conditions. The district consistently performed 5-9% above the regional sales trend and rapidly rose to top rankings in Gross Margin, Conditions, Reduced Labor, and Customer service.

Manager Wal-Mart, Inc. [2001 - 2002]

Tasked with the Management of operations, staffing, customer service, inventory control, cash management, and people development. Evaluated and developed plans which included timelines, expectations, goals, and productivity standards to improve operations, recruiting, customer service, inventory control, loss prevention, cash management, budgeting, forecasting, local marketing, personnel training and supervision, merchandising, and facilities management. Results: Effective and efficient operation of store facilities, awarded a Management Excellence Award, effectively and efficiently helped to develop and implement a system of inventory replenishment utilizing the vacant retail space, resulting in $70,000.00 savings in third party warehousing fees.

Human Resources Generalist / Retail Operations Furr’s Supermarkets, Inc. [1999 - 2001]

Hired as Retail Operations Auditor/Consultant and was recruited as a HR troubleshooter. Tasked with analyzing individual store operations, identified deficient policies/procedures, guiding managers in the proper utilization of policies and procedures. Formulated procedures and training programs aimed at correcting specific policys, procedures, and labor issues, charged with investigating and resolving grievances. Results: Corrected ineffective cash control systems at 71 Texas and New Mexico supermarkets with over 8,000 employees. Developed and coordinated training programs to strengthen policies & procedures. Saved company $100,000 annually by correcting ineffective payroll procedures. Development and implementation of inventory control procedures.

Staff Accountant/Auditor Erickson Allen, CPAs [1995-1996]

Tasked with performing financial audits for client companies in association with top ten accounting organization, Magladery & Pullen. Evaluated and developed plans which included timelines, expectations, and goals. Results: Performed financial audits for government agencies, private companies, and not-for-profits.

Staff Accountant/Auditor Arthur Anderson, LLP [1993-1995]

Played a key role in audit of Bureau of Indian Affairs (BIA) records, and performed audits of client companies. Member of auditing team charged with reconstructing the BIA financial records of transactions in conjunction with U.S. Treasury for Indian tribes across the nation dating back 20 years. Results: Evaluated and developed a plan which included timelines, expectations, and goals. Lead accounting team to effectively reconstruct financial records and perform audits to a successful completion.

Grocery Manager Albertsons, Inc. [1985-1999]

Grocery Manager, 5th, 4th, 3rd, Division Markdown Coordinator, Frozen Food Manager, Dairy Manager, Night Crew Chief. Manager in designated Management Training Store, Division Markdown Coordinator. Responsible for store’s quarterly gross profits and accurate reporting of markdown in the Southern Rocky Mountain Division. Recognized for troubleshooting & reorganizational skills; transferred to problem stores with severe inventory management problems. Results: Successfully alleviated overstocking issues and restored operations to acceptable levels in less than six months. Worked full time and attended school full time. Proceeded to work and manage all aspects of Grocery, GM, and Perishable Operations.

Education

Master of Business Administration (MBA), Computer Enhanced (Conferred 2002), University of Phoenix.

Graduate Certificate Program in Management Accounting- Cost Accounting, ABC, Managerial.

Bachelor of Science in Business Administration, (Conferred), University of Phoenix.

Associate Degree in Accounting,

United States Army Reserves {1985-1993} – Honorable Discharge

REFERENCES ON REQUEST

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