Sales Management

Mitchell D Booth

**** **** ******* *******, ******, Georgia 30518

770-***-**** (cell)

***********@***.***

www.linkedin.com/in/mitchbooth

OBJECTIVE

Management position in a forward thinking company leveraging my Leadership

abilities and my skills in; P& L responsibility $100Million, General

Management, Operations Management, Start-Up Operations, Supply Chain

Management and Project/Program Management in order to:

? devise/execute strategies and open business units/divisions producing

quick ROI and structured for future growth;

? transform underperforming sites into best-in-class facilities improving

productivity, effectiveness, performance & EBITDA;

? design, stock, monitor and replenish direct line feed systems to ensure

continuous supply chain optimizing customer's ability

to produce quality products on time.

CORE COMPETENCIES

0. Start Up Operations Management

1. Revenue/Profit Optimization/P&L

2. Strategic Planning/Business Growth

3. Cost/Internal/Quality Controls

4. Key Account/Sales Management

5. Pricing/Procurement/Negotiations

6. Operations Management/Leadership

7. Multi-Site/Cultural Management

8. Project Management Office Mgmt.

9. Process/Productivity Improvement

10. Organizational Development

11. Reengineering/Turnarounds

12. Vendor Managed Inventory/JIT

13. Supply Chain Management

14. Sourcing/Materials Management

15. Logistics/Distribution Management

16. Customer Relationship Management

17. International Trade

Representative Industries: Agricultural Machinery Manufacturing,

Wheelbase, Renewable Energy (Wind Industry), Heavy Engineering, Outdoor

Power Equipment, Power Generation, Oil & Gas, Turbine Manufacturing/Re-

Manufacturing

Representative Customers: Case New Holland, Kobelco, Borg Warner, Eaton,

General Electric, Siemens, John Deere, JCB, Caterpillar, Coleman, Massey

Ferguson, Land Rover, Rover Group, Briggs & Stratton

PROFESSIONAL EXPERIENCE

Consultant to the Group Managing Director

Optimum e-Switch; A division of Optimum Procurement UK Limited

May-Present 2013

Director of Operations and Implementations

Energy Hardware Holdings, SC March-December 2012

Director Renewable Energy Division

General Manager - South Region

Director of Project Management

Director VMI

Wurth Service Supply, GA 2005 - 2012

Director of New Projects

Vice President of Operations

Operations Director - USA

Operations Director - UK

Infast Group, Birmingham, UK; GA 1998 - 2005

General Manager - UK Operations

RB&W Limited, Birmingham, UK 1996 - 1998

EDUCATION, PROFESSIONAL DEVELOPMENT and CIVIC

City & Guilds Certificate, Mechanical Engineering

(Bachelor of Science, Mechanical Engineering equivalent)

Rochdale Technical College

Project Management Certification, UK

Professional Development Courses

Six Sigma Overview

Leadership & Management / Sales & Negotiations

Pricing Strategy & Personality Profiling

Finance for the Non-Finance Manager

Certified Soccer Referee & Coach

ACHIEVEMENTS

Start Up Operations Management

Started up Infast USA as division of $287 million UK wholesale hardware

distribution company. Recognized need to create brick and mortar presence

to attract large new clients; identified acquisition target; presented

business plan to UK owners for approval; negotiated & closed acquisition

deal & integrated hardware manufacturer/distributor into new entity;

assumed leadership role & responsibility for the General Management and

Profit & Loss of new circa $50M division, realized efficiency & reduced

costs; integrated the functional areas of the US business unit; managed 50

employees in the U.S; introduced corporate mission/vision and new SOPs;

developed strategic plan to capture key accounts & migrated US business

into new entity.

Results: Grew company to ~$50 million within 3 years.

Built renewable energy business unit for $11 billion company, world's

largest distributor of hardware. Recruited team of purchasing, program

management, internal and external sales; attended wind conference expo;

identified key players and suppliers; developed/executed marketing campaign

highlighting company's industry expertise, internal manufacturing

capabilities and track record; leveraged company's relationship with major

global OEM with new wind manufacturing operation in US; secured major

contract; changed from 100% European sourcing to domestic and Far-East

sourcing. Results: Took sales from zero to $10+ million in 18 months;

sourcing change facilitated 10% growth margin increase in second year.

Opened UK division of US company providing strategic planning, global

sourcing, technical services, parts and materials, logistics, distribution,

inventory management and program implementation services to original

equipment manufacturers. Hired experienced staff; built robust UK and

mainland Europe supply chain eliminating need for procurement from US;

marketed products/services leveraging corporate's reputation for quality

and reliability; landed first JIT-VMI customer introducing "direct line

feed" supply chain flow. Results: Grew company to 1.5 million within 12

months; reduced export costs by 250,000.

Set up operating unit to supply parts to major client's manufacturing plant

in south GA. Recognized need for stand-alone facility to garner additional

customers in area; sold concept to UK management; authored business plan;

designed space to house administrative and IT offices and warehouse to

accommodate growth; trained staff on receiving, bar code scanning,

delivering to site POU (point of use) locations, bin management and parts

replenishment system. Results: Became operational within 12 weeks; set

standard for fledgling company operating in US; leveraged success in

presentations with potential customers.

Operations Management/Leadership

Right-sized company's southeast region during economic downturn to remain

profitable through recession. Evaluated SE market, historical data and

current financials; conducted feasibility studies; rewrote business plan;

closed 3 locations; met with customers to explain new servicing plan;

retained key account managers; merged existing business into remaining 3

locations; introduced cloud computing to track inventory movement through

system. Results: Retained 90+% of sales losing only non-profitable and/or

geographically undesirable customers; saved ~$1.9 million in closing

branches.

Transformed company's top sales but least profitable location from

traditional sales office to JIT-VMI sales and service model focusing on

major customers. Re-trained internal and external sales people in new

business model to sell at boardroom level; revised sales presentations;

identified waste and gaps; revamped management team; redesigned warehouse

operations and equipment to state-of-the-art; expanded product portfolio;

reduced headcount 33%; eliminated will-call operations; redirected

unprofitable clients to sister division more aligned to business needs.

Results: Became profitable within 1 year growing sales from 15 million to

25 million in 2 years; recognized as UK's premier service provider with

OEMs; replicated business model at 11 profit centers across UK.

Led startup of US PMO (Project Management Office) to increase company's

drive towards excellence in customer implementations and systems. Built

teams from branches across US to handle projects from "cradle-to-grave" for

both external and internal customers e.g. branch startups, redesigns,

refurbishments and moves, warehouse re-designs, feed system and JIT-VMI

system implementations at customer sites; leveraged and trained in best

practices from Project Management Institute Body of Knowledge (PMBOK) to

PRINCE2 (Projects In Controlled Environments). Results: Changed

customers' perception from parts supplier to provider of services raising

confidence in company; increased sales 15%.

Program Management

Spearheaded startup of line-feed system in the USA after negotiating $8

million contract to supply Siemens Wind Energy division's new production

facility. Crafted plan to have employer own racks, bins and 800

SKUs/product installed within facility; managed team in organization of

parts shipped from Scandinavia into reusable containers or on Kanban

pallets; directed bar-coding; calculated expected usage from bills of

material; determined rack placement; trained on-site representative and

back-up on picking and bin replenishment; visited site to ensure customer

needs met; changed manufacturing country of origin to US. Results:

Contract grew to $10 million in first year; directed $2 million in

manufacturing revenue to company owned US plant.

Took VMI business away from 3 competitors supplying 5 plants in PA, GA, NE

and WI. Devised strategy and negotiated deal to take on staff, buildings,

leases, utilities services, equipment and on-hand inventory; revamped VMI

service at each site including replacing/relabeling of 10,000+ bins across

with company bar-coding and setting up scanning systems. Results:

Completed projects on time, within budgets; 5 fully operational business

units generated $30+ million annually.

Authored/Launched customer continuous improvement process (CCIP).

Recognized need to provide on-going support to customer VMI systems;

developed checklist and protocols to analyze customer needs vs. system

capabilities; created methodology to enhance/reengineer systems to ensure

seamless operations; revised/added parts to complement offerings. Results:

Took customer satisfaction and service levels from 83% to 98.8% in 1 year;

increased product sales $2 million.

Orchestrated move and reinstall of line side feed system for manufacture of

Combine Harvesters from union shop in IL to non-union plant in NE already

under VMI contract. Led team of 10 in de-threading" line removing,

packing, numbering and weigh counting 2000 parts housed in 200+ locations

in plant; scheduled daily pick-up of parts; designed layout for NE plant;

oversaw reinstallation of parts, bins and racks on new production. Results:

New Combine Harvester business produced additional VMI sales of $5 million

growing business with client to $25 million.

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