Christopher Webb

( **** Oak Pond Court, Oldsmar, FL 34677 ( 727-***-**** (

acb76x@r.postjobfree.com ( http://www.linkedin.com/in/cpwebb/

Executive Summary

An Entrepreneurial and Innovative Business Leader with a distinguished

career and demonstrated success driving multi-million-dollar growth,

developing and maximizing profitability, and building or restoring market

share in multiple, highly complex and competitive business climates.

Consistently providing thought leadership in the implementation and

delivery of game changing initiatives. Driving growth and quality

improvements, possesses the capacity to attract, recruit, mentor, manage,

and retain productive teams and lead them in the execution of strategic

initiatives that are key-to-the mission in both stable and unstable

environments. Detail driven, effective business builder with the ability

to identify the synergies and execute the strategies that reduce product

lead times and increase capacity and cash flow while reducing inventory.

Tenacious when forging long term relationships with external and internal

business partners that achieve sustainable and scalable results.

Functional Areas of Expertise

Manufacturing Operational Excellence Startup and Safety

Development Re-Launch

Strategic Planning Product Development Distribution ESOP

Development

Business Sales Operations Revenue Restructure

Transformation Realignment Diversification

Functional Areas of Expertise Demonstrated

Bufalatte, LLC., Tampa, FL

2010 - Present

Chief Executive Officer

CFO

SCOPE: Promoted to CEO role and commissioned to manage this struggling

business during the principal investor's attempts to secure financing.

Initiated multiple process improvements and loss prevention strategies

and performed market analysis, developed investment structure (for

potential lenders), and prepared legal and accounting documentation.

Reduced overhead 30%, recapitalized debt, and restructured loans. These

efforts established the foundation for investors to present when

attempting to attract financing. Multiple forward thinking initiatives

were achieved;

. Manufacturing / Distribution Development: An entrenched competitor base

comprised of Foreign Import Companies limited sales for Bufalatte's

primary product line. Built lean manufacturing processes designed at the

lowest costs, formulated product testing parameters, data aggregation,

and developed relationships with existing and garnered new potential

distributers. These efforts established US credibility for the primary

product.

. New Business Launch: In an ongoing effort to keep costs low and bolster

margins, maintained constant vigilance with regard to design, tooling,

and tasking of manufacturing to allow for the greatest flow and

scalability. Enhanced two manufacturing facilities while managing

international suppliers and ensuring regulatory compliance. This

maintained lower overhead costs at 40% below expectations; establishing

a scalable operation.

. Sales Development: Company needed to secure additional sales in an

effort to continue their reputation and product acceptance. Personally

approached, presented, and secured specialized distributors. These

distributors supplemented the sales flow during the Company's efforts to

restructure and attract investors.

Coastal Craftsman Aluminum, Hudson, FLA

2003 - 2009

Vice President & General Manager

. Structure For Growth: Growth trajectory demanded expansion but this

would require centralization. Navigating an entrenched management and

work force, adjusted policies and procedures, rewrote employee handbook,

designed incentive compensation, sales reporting, redesigned accounting

systems, centralized vendor relationships, and installed a new ERP

system. These efforts leveraged the economies of scale and delivered

centralization; facilitating 70% growth.

Christopher Webb . Page 2

Coastal Craftsman Aluminum, Continued...

. Sales Operations Realignment: An antiquated accounting system could not

support a growing business and management was forced to make decisions

in a vacuum. Multiple employee morale issues occurred as incentives were

improperly cast. Immediately restructured sales charting and operating

metrics; aligning revenue and profit by product line and branch. This

led to an evolution in culture as employees became focused on

profitability. Within 6 months, these efforts led to best practices

across the organization.

. Revenue Diversification: Demand for existing products outstripped

capacity. Recognized the need to diversify the product portfolio to

capture surging demand. Branded through communications, led, mentored,

and managed each Department Leader. Researched, identified, and secured

new products, created marketing materials, pricing strategies, led

training and launched within 90 days. These efforts achieved the desired

diversification within 6 months and fueled a 10% increase in sales.

. ESOP: Company stakeholders wanted to capitalize on their success and

sell a portion of the business while retaining the lion's share.

Researched leveraged buyout, Private Equity, and Employee Stock

Ownership Plan (ESOP) options. Recommended ESOP as having the least

impact on controls and employee base. This achieved the primary

stakeholder's need for cash and evolved the culture due to the common

ownership (click here for media).

. Scaling for Efficiency: Once the ESOP was completed, began to develop a

profit optimization strategy. Closed unproductive facilities, sold

surplus inventory, and instituted a job costing mechanism to monitor.

Targeted, presented and secured new contracts. These efforts reduced

overhead 60% while increasing revenue 10% in 6 months.

. Safety: Worksite injuries were driving insurance rates out of control.

Designed and implemented a safety and drug free policy where compliance

was rewarded by incentive. Structured and documented procedures; drug

testing, workplace accident reporting, and recruited, hired, and on-

boarded a safety specialist. Within 6 months, reported injuries declined

by 80%. This became a standard operating procedure (SOP) implemented in

the operations of all facilities that year.

Webb's Gentleman's Apparel, Clearwater, FLA

1995 - 2003

General Manager

. Expansion Management: In an effort to expand footprint, market

penetration, and profit, began an initiative to identify, negotiate, and

secure an additional location. Designed and managed the build out, led

inventory selection, negotiated discounts and consignment goods from

existing vendors. Oversaw fixture design and store layout, media, and

campaign planning. These efforts expanded retail operations and

generated a 30% increased revenues with no cannibalization of existing

customer base.

Education

University of South Florida - Tampa, FLA

MBA, Advanced Marketing, Entrepreneurship & MIS

Birmingham Southern College - Birmingham, AL

BS, Business Administration & Management

Contact this candidate