PHIL BARBER

Louisville KY 502-***-**** ac682j@r.postjobfree.com linkedin.com/in/philbarber2

Multi-talented business leader with 15+ years’ experience delivering profitable growth. Distinguished for fostering superior customer engagement and workplace culture.

Growth Catalyst – consistently contributed to YOY revenue increases through innovative products / services and optimized processes that powered sales.

P&L Leader – fueled bottom-line success through lower cost structures for businesses ranging in size from $36 million to $1.4 billion in annual revenue.

Transformation Expert – turned around organizations via targeted projects and strategies for innovation, communication, and change management.

Business Strategist – combined front-line observations with analytics to uncover customer friction points; aligned processes, technology, and training for an unparalleled customer experience.

Professional Experience

Best Choice Roofing July 2018 - Present

Sales Executive

Best Choice Roofing Louisville, KY

Scope: Storm Damage, Roof Repair and Replacement, Gutters, Siding, and related repairs. Market Leadership: Largest residential roofing contractor in KY and fourth largest in the US

Implement sales strategy to support growth strategy via customer engagements from initial contact through certificate of completion.

Manage sales funnel across an array of lead sources, including inbound calls, cold calls, door knocking, and referrals to maximize customer satification, revenue growth, close rates, and increased revenue per transaction via direct and creative sales.

Represent our Brand’s Owne’s Corning Platinum rating as an expert in the residential roofing, storm damage, and insurance space.

Demonstrate expertise as a Storm Expert with customers, insurance agents, adjusters, installation teams and management as evidenced by metrics includeing: close rate, customer MFA, monthly sales, estimate accuracy, turnbacks on sales contracts, and Job Nimbus status accuracy.

ARMAG Corporation 2016 to March 2018

Operations

ARMAG Louisville, KY

Scope: Engineering, Operations, Supply Chain, Project Mngmt Revenue: Private Team: 60 employees

Lead the strategy to improve financial and operational performance in design, manufacture, and delivery of custom, secure storage vaults.

Growth Strategy. Built on core strengths to improve quality, cost, and lead time on legacy products, while redefining engineering and manufacturing to expand product offerings into adjacent markets.

Transformation: Quickly identified and implemented strategies to reduce plant size and cost by collocating factories.

Performance Strategy. Implemented lean principles and purchasing strategies to convert on $200k in annualized savings in first 8 months. Created and implemented sales and operations planning tools to forecast sales by product line, including lead times and capacity analysis.

SERVICEMASTER 2014 to 2015

Operations and Customer Experience

Terminix International Memphis, TN

Scope: Branch Operations, Call Centers, 2.7M customers Revenue: $1.4B Team: 6,500 employees

Developed strategy and frameworks for standardized, high-value service operations. Rooted out inefficiencies and developed systems and a culture of accountability and continuous improvement.

Growth Strategy. Assessed root causes of stalled growth and developed future state strategies that built talent pool capabilities and provided a value-driven customer experience.

Innovation: Transformed sales offerings contributing to 5% YOY revenue increase in 2015.

Customer Retention. Partnered with technical teams to transform call center technology, and strengthened customer engagement with training and metrics. Secured 15% cut in cancellations, leading to $7.7M in new sales.

Performance Strategy. Elicited $6.2M in new technician sales through pay incentives, and reduced Cost-of-Poor-Service by $2.7M through improved service performance.

OTIS ELEVATOR COMPANY 2005 to 2013

A division of United Technologies

Supply Chain & Operations (2011 – 2013)

Otis North America Florence, SC

Scope: Engineering, Manufacturing, Supply Chain, Logistics Budget: $300M Team: 400-1,200 employees

Articulated a well-planned change initiative to lead the consolidation of 5 plants in the US and Mexico into a single, world-class facility in South Carolina. Hired and developed professional and hourly employees.

Operational Excellence. Delivered 20% cost reduction, 22% productivity increase, and 25% sales increase through new manufacturing methods, business process automation, and deep visibility into metrics.

Supply Chain. Led the selection and transition of 74 global suppliers while maintaining 95% service levels. Instituted materials planning and analysis tools throughout the supply chain for 7 product lines including phase-out for 6 product lines as well as strategic phase-in/out of service components. Incorporated line back logistics concepts along with safety, buffer, and cycle stock to eliminate stock-outs and achieve 9 turns at factory start. Managed the operation of 5 distribution centers and cross dock operations to satisfy aggregation of equipment including load in/out, pick and pack, as well as in process quality checks.

Workforce Satisfaction. Shaped a stellar place of work, achieving 72% favorability rating among employees for ethics, EH&S, and transparent communications.

ACE/Lean Manufacturing (2008 – 2011)

Otis World Headquarters Farmington, CT

Scope: Global Manufacturing Locations: 35 factories in 12 countries across the Americas, Europe, & Asia

Tapped to steer development of a global manufacturing model with standardized ACE system to improve efficiencies, profitability, and customer satisfaction.

Change Initiative. Developed a cross-cultural, multi-language training and communications strategy and program that standardized and strengthened manufacturing processes.

Global Success. Delivered significant business impact: 25% productivity increase, 54% OTD, 26% turns.

Senior Quality Manager (2005 – 2008)

Otis Elevator Bloomington, IN

Scope: US & Mexico Elevator Production Team: 14 quality and supplier development engineers

Transformed processes to deliver fully operational elevators for North American customers. Applied proven methodologies to standardize manufacturing for efficiencies and quality.

Transformational Change. Designed a change program and used relationship-building and effective, cross-cultural communication strategies to shift behavior and improve quality.

Quality Success. Improved quality 29% YOY, and reduced cost of poor quality by $2M.

Business Expansion. Worked with a global matrix team launching 3 product lines to achieve cash flow, profit, and service performance goals.

PRATT & WHITNEY East Hartford, CT 1999 to 2005

A division of United Technologies

General Manager (2004 – 2005)

Commercial HPT Airfoil Repair Station

Scope: FAA-licensed Repair Operations Revenue: $72M Team: 285 union employees

Quickly learned service business to propel operational excellence and sales. Built strong relationships with customers comprised of the world’s leading airlines. Differentiated the business with a competitive value proposition of yield, turn time, quality, and on-time delivery.

P&L Improvement. Grew margin by 5 points over 2003; exceeded sales plan by 29%.

Inventory Optimization. Reduced inventory by 22% over 2003.

Quality. Cut PPM rate from 5,875 to 1,1114, and Cost of Poor Quality (COPQ) by 71%.

Safety. Achieved 80% reduction in lost time injury rate and 15% cut in OSHA recordable rate.

Business Center Manager (2002 – 2003)

TMC Coatings Business Center

Scope: 24/7 Production Revenue: $33M Team: 135 union operators, engineers, & cell leaders

Achieved stable and predictable results with Lean Sigma processes. Set priorities, fostered a productive culture, implemented best practices, and rewarded effectiveness.

Tailored Solution. Delivered fast, flexible, and efficient processes for 8% productivity increase.

Quality. Achieved 49% reduction in non-conformance through processes that addressed repeat issues.

Workforce Strategy. Smoothly managed change with union team to develop quarterly review process for employee sourcing that cut costs 13% and sustained manpower levels.

Business Unit Manager (1999 – 2002)

Aluminide Coatings Business Unit

Scope: 24/7 Production Team: 25 union employees

Held P&L responsibility in new production facility. Managed supply chain, manufacturing, and quality.

Lean Manufacturing. Shaped a top-ranked business unit using ACE principles of standard work, mistake proofing, TPM, and pull systems.

Profitability & Performance. Achieved rapid results: 70% cut in waste generation, 12% increase in productivity, 98% first-time yields, and 17% reduction in workforce.

R. J. Griffin Construction Management Atlanta, GA 1998 to 1999

Project Manager

Scope: Project Management, Individual Projects of $8M, Estimating Revenue: $320M Team: Self

Lead the completion of projects, on-time, in budget, and meeting customer expectations. Lead/suppor estimates on projects and change orders.

Project Management. Led team includeing superintendent, trades, and subctractors in construction of a multi-story post-tensioned concrete parking deck. Managed communications, RFQs, RFPs, ad COs for the project as well as oversaw schedule and quality of completion at every stage of construction.

Estimating: Led and supported hard-bid and negotiated estimates for churches, assisted living residences, and multistory office/residential buildings.

David Engineering and Construction Louisville, KY 1994 to 1998

Project Engineer

Scope: Project Management, Projects of $60M, Estimating Revenue: $20M Team: Self/Superintendents

Lead the completion of projects, on-time, in budget, and meeting customer expectations. Lead/support estimates on projects and change orders.

Project Management. Led team includeing superintendent, trades, and subctractors in construction of a multi-unit housing complex spanning 5 years, 68 buildings and over 950 units, Fort Campbell Mess Hall, and Seelbach Hotel Grand Ballroom.

Estimating: Led and supported hard-bid estimates for churches, schools, commercial and institutional buildings including Jefferson County Jail, and multistory office/residential buildings including the 800 Building. Bid package preparation, take-offs, estimate summaries by division.

EDUCATION & PROFESSIONAL DEVELOPMENT

M.S., Management – Supply Chain, Rensselaer Polytechnic Institute – Troy, NY

B.S., Civil Engineering - Structural, University of Louisville – Louisville, KY

Executive Program – University of Virginia, Darden Business School

Gemba Certification – Shingijitsu

Value Streaming Mapping Certified Trainer – Duggan & Associates

Red X Problem Solving – Pratt & Whitney

Porsche Line-Back Logistics

OSHA Construction Management Training

Primavera Critical Path Scheduling

Proficient in digital take-off, estimate template creation, and cash profile projections

Contact this candidate