Roger (Mike) Shalz
Vice President of Operations
Driving Profits and Revenues Developing Innovative Processes Aligning Organizations for Growth
Vice President of Operations with experience driving sales and profits while strengthening operations, distribution, and logistics in the tools / equipment, automotive, and security sectors. Led dozens of high-performance teams to optimal performance and implemented Lean practices to improve operational processes and boost customer satisfaction. Involved in managing three multi-location companies including mergers and acquisitions. Focused on continual process improvements and staff development. Ability to forge strong stakeholder relationships and enduring partnerships.
● Conflict Resolution / Problem Solving ● Client Relations / Voice of the Customer ● Corporate Communications
● Team Building / Mentoring ● Leadership and Managing the Team ● Operations / Sales Management
● Change Management / Leadership ● Financial Management / Budgeting / P&L ● Process Improvements
● Strategic Planning / Implementation ● Implementation of Metrics (KPIs) ● Lean Management
JATAGAN SECURITY Sacramento, CA 2012 – 2018
An outdoor video surveillance security company utilizing cutting-edge technologies to provide creative and innovative solutions to protect client’s property and equipment.
Director of Operations
Managed 20 direct and seven indirect reports while operating the business for an absentee owner.
64% sales boost achieved by directing the technical staff for installations, service, and maintenance.
Interviewed, hired, and ensured proper training for every team member, communicated new and revised company policies and procedures, cross trained backups, and planned for succession.
28% reduction in technical overtime and .5% increase in the crime prevention success rate realized by introducing the company to Lean and process improvement and forming teams to tackle problems.
Resolved issues and answered questions by interacting with the clients as the face of the company.
Created sales proposals and approved financial expenses.
Mediated conflict between full-time office, technical, and part-time monitoring staff by instilling a safe meeting environment, assembling the staff, and discussing and dealing with the issues, giving a voice to both sides.
Updated the owner by preparing a daily report and publishing a weekly newsletter to keep the staff informed.
NORTHERN VIDEO SYSTEMS Rocklin, CA 2007 – 2010
A multi-company wholesale distributor of security, surveillance, and network infrastructure products.
Operations and Purchasing Manager
Led five direct and 80 indirect reports in operations and purchasing after starting with ten in the purchasing department. Trained the operations team on Lean and process improvement.
Created the following enterprise improvement plans:
75% labor efficiency improvement and a 35% inventory accuracy increase attained by restructuring the purchasing system.
65% reduction in shipping errors and a 50% drop in picking time achieved by redesigning the warehouse layout and processes.
65% staff cut noted by reworking the distribution receiving process.
35% labor decline accomplished by implemented the new product labeling program across all company distribution facilities, resulting in improved product put-away and picking accuracy.
30% jump in productivity and accuracy and a 15% decrease in labor posted by reconfiguring the customer service tracking department.
223% rise in the operations and purchasing teams customer satisfaction scores posted by executing surveys and directly contacting customers to identify and prioritize issues for improvement.
Closed the gap between owner / upper management and operations by training the operational staff on basic business skills including sales, gross profit, financials, and individual employee operating contribution.
93% cut in rejections 75% accuracy improvement, a lift in customer satisfaction, and a 57% turnaround boost in returned merchandise authorization (RMA) attained by building a new RMA and returns processes to ensure tracking and prompt credits for returned products.
Strengthened company performance by developing and communicating operational metrics and KPIs.
25% accuracy increase and 15% labor decrease realized by forming teams to re-engineer existing procedures and policies, securing owner buy in and funding, and implementing the changes resulting in significant improvements.
INTEGRATED SUPPLY NETWORK West Sacramento, CA
(Formerly Ram-Rog LLC dba: Western Tools & Equipment Diamond Tools Marshall-Newell Industrial Supply)
The largest independent wholesale distributor of automotive tools and equipment in the country.
General Manager and Stockholder
Directed a management team of 13 and a staff of 70. Managed the warehousing, logistics, safety, QC, process improvement, payroll, P&L, and customer service in the West Sacramento location. Oversaw sales, operations, and profitability for the two locations of Marshall-Newell, an owned industrial supply company.
—Creation / Implementation of Metrics (KPIs)—
35% productivity jump and 25% cost per line reduction achieved by implementing the Lean philosophy across the operational team, receiving Copper and Bronze certifications on the first attempt.
Instrumental in the creation, design, and implementation of the new integrated supply network that included developing the corporate vision, core values, and process engineering for the new computer software.
Hit or surpassed operating contribution goals on $38 million throughput and $30 million sales budgets every year.
7-year average employee tenure, the highest retention in the company, reached by continually training the operational staff to ensure capacity during tough times.
—Strategic Planning / Implementing—
Served as a key contributor to implementing metrics and KPIs, the basis for future annual operational budgets.
Assisted in the merger of three separate companies by helping to develop the mission statement, core values, and business strategies for the new corporation, leading the Masterpack software design, configuration, and rollout, and contributing to the implementation of HiJump WMS software that increased accuracy 37% within the first year.
Managed the P&L including sales, expenses, and profits and met the annual budget and operating contributions.
Sought to improve as a manager by conducting group meetings with senior team members to solict direct feedback on personal leadership performance.
Oversaw 12 direct and 67 indirect reports across three companies and three locations.
$25 million in revenue, $6.75 million in gross profit, and $625,000 in net profit generated by leading the sales and operations of three businesses.
Led three companies in three locations until Western Tools & Equipment and Diamond Tools consolidated into the newly formed Integrated Supply Network corporation.
Held regular conference calls and prepared newsletters to inform staff in all locations about company progress.
$5 million in sales and $1.1 million in gross profit produced by participating as a major player in the creation and integration of a new start-up business, Diamond Tools.
Education & Professional Development
Bachelor of Science in Industrial Technology / Transportation Management, California State University
Associate of Science in Business Administration and Management, California State University
Associate of Science in Effective Leadership, Rollins College
Bronze and Copper Levels Lean Executive Team Training
Association of Equipment Manufacturers (AEM), Member Supply Chain Today, Member