Torrence Henry MBA

* ****** **., ********** ** **007

856-***-**** (Home) 267-***-**** (Cellular)

acp5jj@r.postjobfree.com

MANAGEMENT PROFESSIONAL

Finance ~ Operations Management ~ Facility Operations ~ Sales Management ~ People Management

PROFESSIONAL SUMMARY

I am a results-driven operational professional with over fifteen years experience with proven leadership skills in facility operations, sales and people development, and management. My motivating and strong entrepreneurial spirit maximizes results and encourages a team to peak performance. I understand the demanding position of operations and management, however, I welcome the challenges that the profession requires.

SUMMARY OF QUALIFICATIONS

Red Hawk Fire & Security December 2013 - Present

District General Manager, Trevose PA

Responsible for driving the success of the local operations, which include administrative tasks, as well as service and sales oversight. The DGM oversees all facets of the operational budgetary functions for multiple locations including:

Develop annual operating budgets for sales and expense lines and approve complete operating budget, monitoring performance to achieve budgeted results.

Lead business planning and market strategy development initiatives.

Conduct weekly sales and operations meetings to understand business performance and help resolve issues

Manage performance evaluations for all department supervisors and key personnel and monitor and conduct performance evaluations as scheduled.

Responsible for analyzing market pricing and determining a fair and reasonable selling price that is competitive and ensures district profitability.

Responsible for professional, effective management of the district customer base needs that requires independent decision making to effectively resolve account inquiries.

Effectively control of company inventory and ensure that the inventory is properly reconciled to district scheduling and sales.

Drive integration and culture change across the businesses that will result in high employee productivity, team building and singular focus to deliver results.

Recruit high performing individuals across the division at all levels of the organization. Develop creative, innovative and cost effective strategies to recruit high potential talent.

oRecruited 3 Sales Reps, 1 Ops Manager & 3 Technicians

Grew Profit 256% YOY; #1 in the Company

Grew Top Line Revenue 30% YOY; #1 in the Company

Achieved 135% of Sales Projection; #1 in the Company

Decrease SG&A by 10% YOY

Cintas Corporation / Elk Grove Village, Illinois June 2010- Present

General Manager-Fire Protection Division August 2011- December 2013

Responsible for the Fire Protection Services for the State of New Jersey, to include Fire Extinguisher, Emergency Light, and Kitchen Suppression System inspection and repair. In addition, the responsibilities entail the inspection, repair and upgrade of any Sprinkler Systems, as well as Alarm Systems. The location is a 7 million dollar profit center that has 43 employees in which 4 are direct report managers, the remainder are a combination of Sales Representative, Office Personnel, and Route Technicians.

Increased top line revenue by 21%

Increased Net Income by 7.8%

Increased revenue by 10.1% YOY

Achieved the above results with the decrease of four full time salaries

Achieved Location of the Region for 11 straight months and for the year

Designated Location of the Year

Decreased TIR (Total Incident Rate) from 9.47 to 2.14

Improved Employee Engagement from a score of 56% to 78% engaged

Part of the Advanced General Managers Program, for a Fast Track to Regional Business Director

Full P&L and Budgetary responsibility

Advanced Management Partner-First Aid & Safety Division June 2010- August 2011

Responsible for the hands on learning and leading of a 10+ million dollar profit center, starting with the day to day process of managing the front line service/sales employees servicing 30 sales routes throughout Chicago- land and Northwest Indiana, as well as overseeing the progress of four service managers. Part of the Advanced Management Partners responsibility is to also learn in detail the financials, and the operation of the facility as well as forecasting those results to the Regional Business Director.

Instrumental in passing a Corporate Audit of the processes with an 86 out 95 possible points

Lead the facilities Safety and Compliance Program, with execution on Stretch and Flex Program

Assisted in the year end results of 27.04% NIBS and 6.1% Internal Growth

Part of a Regional Support Team to assist with employee engagement

Lead the recruiting and development program in the location, responsible for hiring 7 employees as well as leading their development program.

Weekly P&L forecasting, as well as monthly budget assessment with Regional Director

Target Corporation / DeKalb, Illinois December 2008 - May 2010

Facility Operations Group Leader

Responsible for the hiring, training and developing of hourly team members and influencing the entire distribution team to do the fast-paced work required to run our distribution center as efficiently, safely and productively as possible. Responsible for inspiring my team to help make our distribution center the best in the industry and create an open path of communication between me and my team. Also, I was responsible for forging relationships with our stores and other internal clients, and partner with my peers to remove barriers to contribute to my facilities success in our 1.75 million square foot facility with approximately 28MM in throughput.

Positive budget variance of 12% in the Rolling Stock account

Green (Positive Findings) for Battery Preventative Maintenance Audit (96.9%)

Realignment Captain (Layout warehouse space and utilization)

Contributed to a successful year with only 25 ORI (OSHA Reportable Incidents)

Responsible for the financial and maintenance of the entire asset fleet (82 pieces of power equipment)

Sets all preventative maintenance schedules for both office and warehouse equipment and fixtures.

HSBC (Beneficial), Addison, IL February 2007- September 2008

Account Executive

Responsible for marketing contemporary financial and insurance products to new and existing customers. As the number 25 Account Executive within a field of 300+ Account Executives, I successfully converted 10% of loan applications as well as average 72% take rate for insurance. I provided branch management sales support by ensuring loan documentation accuracy as well as disbursement of proceeds and audit management.

Lead branch in personal loan and insurance sales every month since hire

Averaged $489k in new money gained in a fiscal year

Executed the overall company marketing plan of being a local borrower that can help those that most cannot, through phone solicitation

American Income Life, Woodridge, IL September 2004 - January 2007

Regional General Agent: (November 2006 to January 2007)

I was responsible for marketing and selling whole life and term insurance products to start up operations in the Central Illinois market. My responsibilities were to recruit, train and develop new Insurance Agents on product development as well as effective selling techniques. These techniques encompassed in person objection and rebuttal training, as well as cold calling techniques.

Executed companies marketing plan of being the only 100% union insurance company

Held group interviews twice a week, followed by a week and a half of in-house training

Increased sales by 50% from previous leadership

Maintained all financial obligations for the market

Master General Agent: (October 2004 to November 2006)

Built an agency of seven, which was capable of producing $25,000 in annual premiums per month.

Personally produced $80,000 in annual premium while developing agency

These achievements leads me to be in the top 10% of all agencies in the country

Wrote and sold $95,000 in annual premiums while expanding the agency

I was the number 7 General Agent in the country out of 5000+

EXEL, Aurora, IL October 2003 - September 2004

General Manager

In this capacity I was responsible for the overall leadership of a 90k sq. ft. cross docking, home delivery facility which was a $6 million per annum profit center. I managed a service staff that enforced operational policies and procedures for 8 clients who used our facility for product storage, and end user delivery and set up.

Improved inventory turns from 16.5 days to 5.75 days, and reported status to clients

Increased monthly profit margins up to five percent

Improved service levels to the client by 15%

Decreased labor cost by 41%

Implementation of Warehouse Management System and Returns Management System, to better utilize facility space

Managed in conjunction with the clients to execute on the planned expectations’ of on time delivery

Created metrics to track and resolve inventory issues, with assistance of customer service staff

Operations Supervisor: (May 2003 to October 2003)

Selected to maintain major appliance account

Increased customer satisfaction by 20% for last two quarters of 2003

Increased on time delivery by 40%

Home Depot, Bolingbrook, IL. October 2000 - May 2003

Assistant Manager: (January 2001 to May 2003)

This facility was responsible for the storage and shipment of import products for their distribution network. In this role I lead a staff of nine supervisors and 120 associates in a 750,000 square foot facility. I was responsible for the operations of the third shift which entailed inbound and outbound operations, as well as inventory control.

Performed quarterly cycle counts, and made appropriate adjustments to inventory

Managed shipping, receiving and inventory control, audited inventory for accuracy

Completed annual and monthly employee performance reviews

Maintained profit and loss responsibility across several line items

Rolled out Warehouse Management System for 6 facilities within Midwest Region

Office Supervisor: (October 2000 to January 2001)

Supervised administrative office of major retailer, by being the point of contact to the outside vendors as well as the transportation driver

Organized and maintained office work flow, by creating numerous metric’s tracking tool on Excel

United States Marine Corps, Havelock, NC January 1994 - December 1999

Sergeant

Within the timeframe in which I was enlisted in the U.S. Marine Corps, I graduated my 13 week Boot Camp as the company Honor man. In addition, I was promoted 5 times in 5 years, and within my leadership roles I was highly relied upon to execute the unit’s mission in regards to meeting the production goals. Also, the munitions that my unit assembled were utilized on aircraft that were in a battle ready unit.

Lead unit of 25 Marines as production control chief in the assembly of ordnance (Bombs, Missiles…)

Trained Non Commissioned Officers on the technical aspects of building ordnance (Bombs, Missiles…)

Worked directly with the Commanding Officer of the Unit to assure the quality of the ordnance was within military operational and safety guidelines.

Received 2 Meritorious promotions for exceptional performance within the scope of my responsibilities

Responsible for meeting mission critical deadlines, with minimal notice, maintaining 100% accuracy

EDUCATION

Master of Business Administration, Finance, Benedictine University, Lisle, IL.

Bachelor of Arts, Business Administration, Aurora University, Aurora, IL.

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