Customer Service Sales

JOSHUA KINNEY

*** ***** ***** ******, ******** **021

314-***-**** ***********@*****.***

PROFESSIONAL OBJECTIVE

Poised to succeed in a management position which will provide the opportunity to make contributions

utilizing retail and manufacturing and distribution management experience, process improvement

background, and key leadership attributes.

QUALIFICATIONS SUMMARY

• Human Resources Administration: Operational familiarity with human resources administration,

including staff retention, employee relations, performance management, compensation planning,

internal communication, benefits administration, and professional development training.

• Interpersonal Communication: Talent for developing professional relationships with staff

members from diverse backgrounds and from all organizational levels. Demonstrated leadership

qualities and ability to successfully train, supervise, and evaluate employees with varying skill

sets.

• Technology: Proficient in Microsoft Office (Word, Excel, PowerPoint, Access, Outlook),

PageMaker, and Corel Quattro.

• Achievements/Strengths: Results-driven manager with a track record of successfully directing

business operations with a positive attitude, strong work ethic, and attention to detail. Motivated

self-starter with a commitment to following through on assignments and tasks. Proven ability to

juggle multiple projects, meet deadlines, and deliver exceptional results within fast-paced

environments.

EDUCATIONAL BACKGROUND

Bachelor of Science Degree in Advertising, 2003

SOUTHEAST MISSOURI STATE UNIVERSITY, Cape Girardeau, Missouri

Minor in Sales Management

PROFESSIONAL EXPERIENCE

GROSSMAN IRON AND STEEL, St. Louis, Missouri, 2006-Present

Non Ferrous Manager

Responsibilities include purchasing, inspecting, and grading all non ferrous materials.

• Redesigned and reorganized entire layout and flow for non ferrous products

using techniques that improved receiving and shipping efficiency. Using these

plans labor/man hours were decreased by 30%.

• Took over and updated current inventory process. The inventory process in the

past showed consistent inaccuracies which made it difficult to show accurate and

real time numbers. The new inventory process I helped implement used to

inventory reports that could be compared and more thoroughly analyzed. Using

this new inventory process allowed the company to see real time inventory along

with real time P&L reports.

• Acquired purchasing responsibilities of non ferrous position in addition to existing

responsibilities of inspecting and grading materials for compliance with company

policies.

• Worked directly with clients to bring in additional materials to the business. Over

the time of my supervision incoming products increased by approximately 35%.

Account Representative

Responsible for purchasing raw materials from Industrial, Commercial and Retail customers.

Maintained relationship with current customer base as well as identifying and obtaining new clients.

• Developed new formulas for calculating costs and final margins on ferrous and

non ferrous materials.

• Organized and updated Account Cards for customer base. This allowed for more

accurate portrayal of our current customers base’s incoming material as well as

their capabilities.

• Significantly increased purchasing for Retail Customers (Lot Deals) significantly

increasing margin. Lot Deals were smaller accounts that were dealt with on a

more one time basis but were more profitable because you generally could pay

less for the materials. Although they did not generate as much material the more

of these accounts you obtained the better the profit margin became.

• Created new files for accounts pertaining to meeting environmental standards as

well as complying with all city and state regulations regarding the sales of certain

materials. The environmental standards for our business were strict because of

the effect we could generate on the environment. By updating and keeping real

time records of our business as well as our customer base it became much more

efficient maintaining the standards required of us by the governing agencies.

Customer Service Supervisor

Direct daily operations including grading and buying of materials. Supervise two employees as well as

work in conjunction with both the marketing and operations teams. Create reports on non-conforming

loads, traffic delays, and incident reports.

• Helped develop strategies for both indentifying non-conforming loads and

tracking non-conforming material. In the past it was nearly impossible to do

because loads would be processed well before any problems were reports.

Because of my experience as a Production Supervisor I was able to identify any

potential problems before the materials were processed. This was very beneficial

because it allowed us to pay the customers for what they actually delivered as

opposed to what they thought they were delivering which for the most part

favored our company in the profit column.

• Successfully helped in developing strategies pertaining to traffic control.

Processing the companied delivered loads was a constant battle because the

longer a customer delivery took the more of our time and their time it consumed

which meant dollars were being consumed. At the start of my supervision

deliveries took on average over an hour. After certain strategies were

implemented that average delivery time took less than 45 minutes.

•Trained new supervisors in identifications process as well overall process flow for

the entire plant. I not only helped train those under my direct supervision but

helped train Production Supervisors as well because of my past experience

along with the fact that I would be directing them on daily basis pertaining to

customer deliveries.

Production Supervisor

Supervise approximately 10-30 employees and direct daily production processes for an iron and steel

plant. Conduct daily payroll administration. Create summary reports on production, payroll, employee

training and evaluations, and equipment utilization. Grade raw materials for plant processing to

determine product purchase price.

Creatively helped identified an innovative strategy for addressing customer

turnover in and out of the plant

Successfully assisted in the development of strategies to resolve inventory

accountability issues with non-conforming product entering the plant.

WATERWAY GAS AND WASH, Ellisville, Missouri, 2005-2006

Assistant Manager

Managed daily operations for a high volume gasoline sales facility. Created daily, weekly, and monthly

reports, including information on labor, food, and gasoline costs, as well as daily and weekly sales

numbers. Tracked and accounted for product inventory. Oversaw station repairs and general

maintenance.

Excellent track record of customer service and retention, as demonstrated

through customer survey results and loyalty program memberships.

Consistently met or exceeded labor percentage targets. On average labor

percentages were between 5-10% less than company standards

Efficiently trained, coached, and supervised over 50 employees utilizing goal

setting techniques and performance evaluations.

SHOE CARNIVAL, Ellisville, Missouri, 2004-2005

Store Manager

Directed daily retail operations and supervised the activities of approximately 15 staff members.

Ensured a quality shopping experience for all customers by stocking quality products and delivering

outstanding customer service. Provided constructive feedback to vendors to improve product features

and marketability. Performed a variety of administrative functions, including inventory tracking, report

development, monthly budgeting, and sales forecasting. Facilitated new employee orientation training

sessions and documented employee professional development.

Successfully applied loss prevention tactics, resulting in a dramatic theft

reduction. Theft over this time was reduced by 20%.

Significantly increased customer turnover rate, resulting in a majority of

customers making purchases before leaving the store; achieved number one

ranking out of 12 stores in the area. Turnover rates were percentages figured

using the amount of customers entering the store compared those who

purchased product. These percentages were on average above 95%.

SONIC DRIVE-IN, Fenton, Missouri, 2002-2004, 2005

General Manager

Managed daily restaurant business operations in order to meet established corporate operating

standards, sales, and profits. Hired, trained, and motivated over 20 employees. Devised and

implemented local store marketing and advertising activities. Developed monthly budget and sales

forecasts. Analyzed prior period sales records in order to identify business trends to make production

and scheduling decisions. Led corporate sponsored training programs.

Effectively analyzed specific areas of the business in order to identify and

establish changes to increase revenue and reduce costs. These areas included

product waste, average times for customer orders, food and paper costs, and

labor costs. Company standards for labor costs were 25%. My store averaged

between 18-19% for every month which was the best in the company for every

month of my supervision. The company standards for average time of customer

orders was 3:30. My store averaged under 3 minutes for the entirety of my

supervision which was also number one in the company.

Successfully increased sales and profitability every month during tenure through

innovative tactics such as: implementing specific inventory checks, providing

employee cross-training, and addressing labor scheduling issues. Sales

increased on average 10%/month.

Consistently provided outstanding customer service by measuring customer

feedback via surveys and personal interactions. Also were subjects to secret

shops which my store averaged above 95%.

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