senior management

PETER J. GUALA Cell: ***-***- ****

**** ****** ***** ***** ****: 561- 200-0517

Boynton Beach, FL 33473 *******@***.***

EXECUTIVE SUMMARY

Senior Executive with a distinguished and successful career delivering solid and sustainable revenue and profit

contributions through expertise in strategic planning, P & L analysis / improvement, turnaround management, sales and

marketing. Successful history of leading large sales organization with over 1000 Sales Professionals. Operational

visionary with strengths in transforming and empowering organizations with tools, strategies, and technologies necessary

to achieve established goals. Recognized for successful track record of leading major growth initiatives. High-profile

negotiator with experience in acquisitions, mergers and divestitures. Adept in developing effective operational and financial

strategies leading to significant cost savings. Dynamic leader and mentor; easily builds team cohesion and inspires

individuals to strive toward positions of increasing responsibility.

PROFESSIONAL EXPERIENCE

SERVICES INDUSTRIES INC. 2012 – PRESENT. Services Industries Inc. invests in organizations where quality and

service are the key differentiators in the industries they serve. Service Industries Inc. is active in the management of the

organizations that it has an ownership interest. The company is currently engaged in the expansion efforts of an existing,

but fast developing restaurant group.

PRESIDENT

• Formed company January 2012

• Secured funding to establish a portfolio of restaurants in the casual dining segment.

• Purchased the rights to develop a chain of restaurants under the Hurricane Grill and Wings brand. •

Negotiated a joint venture agreement to develop a new brand concept in Southeast Florida.

OFFICE DEPOT (NYSE:ODP), Boca Raton, FL 2010 – 2011. $12B global company providing office supplies and

services to millions of customers in 53 countries via 1200 retail stores, a dedicated sales force, and multiple web sites.

REGION VICE PRESIDENT, CONTRACT SALES

. Developed and implemented a 3 year plan to return the combined Northeast and Mid-Atlantic regions to growth and

profitability. Led initiatives centered on sales growth in services and new product categories, margin growth, productivity

improvements, and cost reduction.

. Organizational Culture Transition. Transformed sales philosophy from defensive, passive mode to a growth oriented

offensive approach improving sales comparisons by 900 basis points in one year. Heightened expectation of sales

management’s time dedicated to field sales activities. Personally dedicated eighty percent of time in marketplace focused

on sales activities. In addition to traditional customers, personally developed new business relationships with cost

consultants and GPO’s.

. Profit Improvement. Gross Margin enhancement of over 250 basis points through change in mix of customer segments

and products/ services with higher yield.

. Key/ Growth Product Categories. Emphasis placed on growing strategic products and solutions as well as traditional

product categories that are critical to total revenue. Cleaning Breakroom Supply category experienced double digit

growth. Region led company in this category relative to sales dollars and contribution as a percent of total sales. Region

continued to outperform the company and industry relative to contribution from Print and Promotional Products Segment.

Forms Management within Health Care as well as proprietary programs for customers in other industries, was the

contributing factor.

. Paper. Reversed negative trend in sales, margin percent, and margin dollars. Product, customer, and market strategies

developed and executed successfully to reverse a multiyear negative trend.

. Private Brand. Consultative sales training and vendor/ customer prospect program developed at the region equated to

significant sales growth in Ink and Toner category. Overall category increased in margin percent and margin dollars.

TERNION BUSINESS ASSOCIATES LLC 2007-2009. Full service business brokerage/M&A advisory firm specializing in

the sale and acquisition of small to mid-size companies.

.Formed company 1st quarter 2007.

.Recruited and trained Agents to represent company in New York, New Jersey, and Pennsylvania.

.Engagements includes providing M&A advisory services to numerous regional co’s who are leaders in their industries.

.Established group of agents concentrating on retail sales segment.

CORPORATE EXPRESS/ A BUHRMANN COMPANY 2004-2006 Global distributor of products and services sold to

businesses for their office needs.

PRESIDENT/ TRI STATE DIVISION

Recruited by CEO North America, to return to company and correct the degradation in performance of former largest

operating unit in North America who’s revenue was in excess of $260 million .

Results Include:

• Stabilized employee base, reversing trend of key employees leaving to go to competitors.

• Initiated new hire program, increasing sales organization by 38%

• Exceeded revenue plan with Q4 favorable variance of 10% in core business.

• Newest business segment, Facilities Breakroom Supplies, grew double digit over 04 actuals with Q4 05 exceeding prior

year by 27%.

• Outsourced Printing Products Segment operational/ sourcing employees to strategic partner, resulting in improving ROS

by 400 basis points.

•Q3 06 YTD run rates will result in ‘06 sales increase of 12%, and EBITA improvement of 34%.

E.S.S HOLDINGS, North Bergen NJ 2002- 2003

Largest regional office products wholesaler in the country with $150 million in annual revenues and locations in New

Jersey and Michigan. Company was sold to Centre Partners.

CHAIRMAN, CEO, PRESIDENT

Accepted challenge to identify and develop strategies for improving financial performance, metrics and balance sheet in

order to prepare company for sale. Developed and implemented aggressive margin management procedures at product,

category segment and customer levels.

Results Include:

• Successfully negotiated sale of company to an equity firm for a high multiple of EBITDA as a result of streamlined

expense management practices, improved financial metrics and steady merchandise gross margin.

• Captured 22.4% in DSE cost savings as result of realigning territories with focus on most profitable markets.

• Saved over $1 million annually by eliminating non-critical services, restructuring workforce and improving overall

operational productivity.

• Reduced annual transportation expenses by over $800,000 through successful negotiation of contract with new service

provider. Additional benefits include expanding operations to new geographical markets.

• Implemented incentive campaign for customers, resulting in 5.8% increase in sales compared to national average of

2.5%.

• Improved collections by 8%.

CORPORATE EXPRESS / A BUHRMANN COMPANY 1999 – 2002

$3.5 billion office product sales and Distribution Company, serving the business-to-business markets.

GROUP PRESIDENT / EASTERN UNITED STATES

Full P&L accountability for strategic planning, development and operating management of $1.2 billion Eastern region with

10 operating divisions, over 30 locations and over 4,000 employees. Accountable for performance of 10 presidents and

vice presidents in areas of finance, IT, operations, sales and human resources. Coordinated process of integrating IT

systems from newly acquired businesses into company’s platform, complete with staff development and training.

Results Include:

• Strengthened and expanded Eastern region’s competitive offerings and operations by merging 3 major companies into

one entity. Companies include Corporate Express, B.T. Office Products and U.S. Office Products.

• Achieved sales of $1.2 billion per year with double-digit profit improvement, #1 in financial performance

• Reduced warehouse, G & A, transportation expenses as a percent of sales each consecutive year.

B.T. OFFICE PRODUCTS, / A BUHRMANN COMPANY 1996-1999

$1.3 billion office product sales and distribution company, serving the business-to-business markets.

PRESIDENT / NORTHEAST REGION

Recruited as a turnaround specialist with full autonomy to revitalize under performing New York Division. Oversaw $200

million Northeast Region with locations in Connecticut, New York, New Jersey and Eastern Pennsylvania and a workforce

of 500 employees.

Results Include:

• Orchestrated divisional turnaround within $130 million New York division, resulting in a profit of 3.5% of sales compared

to a previous loss of 4% of sales due to mismanagement coupled with accounting irregularities.

• Increased efficiency of warehouse operations by 11% within first 6 months as result of introducing state-of-the-art

warehouse management systems.

• Reduced operating expenses and redesigned margin management tools.

• Spearheaded ISO 9000 Certification process.

UNISOURCE 1992 - 1995

A multibillion dollar national supplier of business, / printing paper and packaging / janitorial supplies, serving corporations,

graphic arts industry and manufacturing clients.

VICE PRESIDENT / GENERAL MANAGER

Joined the senior management team to actively manage all financial, sales, operations and IT efforts at the New York

Division in 1994 and the Cleveland Division in 1992.

Results Include:

• Appointed to oversee the N.Y. Division, the largest Printing Paper Division within company, based on excellent

leadership, strategic planning and operational management qualities and record results at the Cleveland Division.

• Increased bottom-line profitability by expanding product lines to include industrial products startup contributing to 7%

sales increase at the Cleveland Division.

• Improved DSO from 49.8 to 39.8 in N.Y.

• Achieved double digit improvement in days payable outstanding (DPO) at both locations.

• Reduced inventory levels by 10% in N.Y.

• Restructured sales force to maximize sales performance and effectiveness at both divisions.

ZELLERBACH, Nashville, TN 1989 – 1991

National distributor of business / printing paper and packaging / janitorial supplies.

VICE PRESIDENT / GENERAL MANAGER

Provided P&L and operations management leadership to the Nashville Division and Nashville Converting Facility. In

addition, provided stocking support within Southern Area, a 150 million dollar market.

Results Include:

• Credited for expertise in turnaround management and return to profitability, resulting in a profit of 2.5% of sales in less

than 18 months.

• Eliminated redundant non-contributing products, rationalized stock decisions, slashed inventory levels, reduced number

of manufactured products and restructured workforce.

• Refocused sales emphasis on higher margin packaging supplies and equipment along with imported printing paper.

• Streamlined expense management process and improved overall productivity.

EDUCATION

BSBA Marketing, Manhattan College, Riverdale, NY

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