Customer Service Sales
Resume:
JEFFREY S. MAGEE
Bensalem, PA 19020
215-***-**** Phone
CAREER OBJECTIVE
Identifying and accelerating strategic measures that strengthen performance, with sustained operational results.
PROFESSIONAL PROFILE
Profit-driven operations executive with continual results attained through focused, strategic workflow, people development, and business practice analysis. Experienced Black Belt with expertise in Lean Basics, Six Sigma, P&L, Value Mapping, contractor/union relations, business development and project-management innovations to accelerate performance in areas of standard processes, product pricing, and profit growth. Senior Leader in roles of sales, customer service, plant management operations, quality control, and sourcing specialist of supply chain management through safe process/product improvement.
AREAS OF EXPERTISE:
Business Plan Development
Profit and Loss Management
Product Price Management
Changed Management
Quality Management
Supply Chain / Logistics
Lean-Value Stream Mapping
Performance Management
Project Lead - Development
Green Belt Trainer/Mentor
Customer Service Management
Software Implementation (ERP)
Manufacturing
PROFESSIONAL EXPERIENCE
Consultant, September 2013 to Present - Mid-Atlantic Region
Continuous Improvement Specialist who has guided client’s Lean/TPS initiatives as a coach, mentor, and sourcing leader to cross section and management teams within the organization to drive operational excellence, sustain improvements through new value mapped work flows, and create positive culture change in an area or single location environment. Effective in interaction as a project leader with senior management executives and ability to influence decision making as a business partner to assist in exceeding results toward the company’s direction, mission, and lean transformation. Extensive experience with ISO, Quality Control, OSHA, FDA, CFR requirements, JACHO-TJC, HLAC, DOT, GMP, HACCP, Lead Base Processing, BBP, PPE, Confined Space, and Hot Work along with other regulated guidelines in a work environment to meet SLAs.
Client Projects:
Transformation of existing ERP software system to a two-tiered system for a HVAC establishment and mapped out new procedures that accurately accounted for inventory on-hand, increased cycle counting practices, and overall customer satisfaction with 100% OTD (On-Time Deliveries). Integrated SAGE to assist with shorter PO Process and faster return on collection results.
Implementation of UPS/Logistics Software System for a medical company to help route customers geographically which reduced total delivery costs by 30% and increased customer satisfaction to a 94%.
Developed new Value Stream mapping and process mapping for patient visit experiences within a hospital environment which lowered visit times, streamlined data entry processes, and secured EHR measures for HIPPA guidelines.
Delivered change to management thinking from optimizing separate technologies, assets, and vertical departments to optimizing the flow of product by with an engineering company from the receiving to shipping process. Future value map changes included faster receiving times through voice software, increases in “init” procedures and software updates, better records on repairs of units, complete product account for refurbishing units, and alterations in packaging of products. Operations yielded a 75% increase in product cycles with only a 10% growth in workforce by higher efficiencies and 40% returns with packing/shipping costs.
General Manager (Production/AGM), Aramark, March 2012 to July 2013 – Cherry Hill, NJ
Capitalized on broad-based operations, distribution, productivity, inventory control, and service expertise to drive operational excellence with direct authority for P&L, strategic planning, sales, customer service, pricing, and staffing to a $20M Multi-Site Operation. Spearheaded restructuring, improved all segments, optimized schedules and pricing, and created a process-driven environment. Managed 10 direct reports and 150 indirect associates.
Cut production/purchasing costs $450,000 over 6 months by process mapping out new product flows and eliminating unnecessary production processes, increasing associates’ efficiency levels, and streamlining Total Costs of Ownership through Six Sigma and LEAN Basics.
Ensured that purchases and quality of products and services adhered to contract terms/conditions.
Project lead to reduce inventory loss and increase OTD for customer satisfaction due to changes in client needs.
Impacted YOY revenue by 20% through implementing key behaviors under Process Excellence and benchmarks that supported real-time data of KPIs while providing leadership to the existing management team.
Responsible for ensuring prices across all locations, customers, channels, and services were executed consistently and in line with developed pricing strategy while maintaining all inventory controls.
Increased YOY new business by $4500/week through introduced new product lines.
Partnered with controller and senior leaders to routinely update our complete costs to deliver products, understand implications of changes, provide recommendations to change management’s way of thinking in operational model and then offer field support to the sales team on rollout and introduction of price structure.
Motivated team partners by sharing knowledge of project scope and parameters, understanding technical needs and execution, providing team support to develop quality processes and deliver multiple projects on time.
Developed and directed Safety Committee to decrease safety incidents by 50% over 12 months.
General Manager, Nixon Medical, November 2008-January 2012 - Beltsville, MD
General Manager for a $18M Multi-Site Operation that included the Maryland, Pennsylvania, Virginia, and West Virginia areas as the senior leader reporting to the President with complete P&L responsibility overseeing sales, purchasing, plant productions, and service departments. Implemented and maintained an effective open-door communication system that crossed departmental lines in order to reach 10 direct reports and all 130 associates.
Exceeded company net revenue by $1M and increased sales growth by 23% annually by creating more value to clients.
Led cross-functional strategic teams under Six Sigma Initiatives that resulted in three successful projects totaling $725,000/year savings to complete Black Belt Certification while leading company’s way of thinking.
Directed company pricing data while decreasing supplier base and fewer resources needed by 25%.
Defined, introduced, and measured product profitability through all KPIs to include mapping new standardized processes for changes and set up pricing structure with approval requirements.
Managed sourcing processes and systems, ensuring optimal pricing and timely deliverables.
Increased internal promotions by 25% as Chairman of company Succession Planning Committee.
Co-Chaired Safety Committee to reduce safety incidents by 30% YOY.
Operations Manager, G&K Services, February 2004-November 2008 – Saint Louis, MO
Managed $7M Division that included the Kansas City, Missouri and Illinois areas directing both the sales and service departments consisting of 4 direct reports and 55 associates. Responsible for all P&L budgeting, sales growth performance and increasing marketing presence within several assigned states.
Created a new revenue stream to improve business impact by 350% of forecasted plan.
Doubled sales while driving net margins to the top 15% of company leaders.
Monitored, analyzed, and executed strategies to secure best practices of processes, costs, and services.
Developed 10 members of the team to be recognized nationally.
Completed successfully Six Sigma Green Belt training to boast a $300,000/year savings.
Promoted after 1 year with the company to Operations Manager.
Director of Sales and Client Relations, ProStaff, March 2003- November 2003 - Saint Louis, MO
Managed sales and internal service team under a Multi-Site Operation responsible for both new and existing business growth and P&L control. Created and carried out specific sales plan and market development plan in with company goals and objectives.
Restored revenue growth by achieved billed hours by over 350% of target plan.
Promoted twice within a year while leading team to be recognized as a top performer.
Integrated marketing plan to promote up-sell with existing business and cross selling programs for new customers.
Area Sales Manager, Enterprise Holdings, May1993 – August 2002 – PA, DE and NJ
Directed, managed, and developed strategic customer service relationships that resulted in a $1M operation with $10M in assets. Responsible for P&L, account planning, sales forecasting, pricing, hiring, employee development, and managing sales/service team of 50 associates for Multi-Site Operations Award winning team of 40 associates.
Revised market strategy that successfully increased profitability margins by 35% YOY.
President’s Award – FY2002
Operational/Growth Excellence Awards FY1999 and FY2000
Exceptional Achievement Awards in Profitability and Growth FY1999 and FY2000.
PROFESSIONAL DEVELOPMENT
Six Sigma Black Belt Certification – ( DuPont Consulting )
Six Sigma Group - Training and Implementation
LEAN Basics / TPS Initiatives
ISO 9000 / ISO 9001 / ISO 13485
Management Development
Textile Rental Chief Engineers Group
EDUCATION
Bachelor of Science, Cabrini College, Radnor, Pennsylvania
Business Administration major with a minor in Accounting, HR Management and Marketing
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