General Manager- Regional Manager

Gary Mobley

Enterprise Improvement / profit generation

**** *** ***** *****, ******, NC 28658

Cell: 336-***-**** *******@*****.***

Enterprise Improvement…Expertise in sales, marketing, product growth and profitability. New process implementation knowledge necessary to rapidly meet organizational, strategic, tactical, and financial goals across multi-functional operations. Accomplished in simultaneous combination of revenue generation; cost control; asset management; employee development and productivity; In depth financial analysis experience to ensure continued, improved performance.

Profit Generation…Multiple, year-over-year turnaround successes throughout career. Capabilities not limited to any one industry or type of organization.

SKILLS SUMMARY / AREAS OF EXPERTISE

Business / Venture Development

Market Analysis / Segmentation

P&L Accountability / Forecasting

Cost & Expense Control

Productivity Enhancement

Company Vision/Strategic Leader

Financial Management

Multiple Location Leadership

Asset Management

Safety and Quality Assurance

C-Level Decision Making

Customer Relationship Management

Budget Development / Analysis

Talent Acquisition / Staff Development

Strength Based Management Philosophy

PROFESSIONAL EXPERIENCE

General Manager

HAMCO MANUFACTURING & DISTRIBUTION, LLC, Newton, NC, 2012-2015

Business Imaging Division of Tufco Technologies, Inc., provided Point of Sale thermal, bond, and carbonless paper to network of HAMCO brand distributors as well as national food service and retail accounts. Provided custom offset printing requirements for banking, utilities, food service, and wholesale distribution.

Comprehensive financial responsibility for $20 million business unit including Profit & Loss, Asset Utilization, Logistics efficiency, and development and assignment of 50 employee workforce

Profit Growth- Implemented comprehensive product margin strategy, increasing standard manufacturing margin by 30%. Revised production, support, and sales responsibilities resulting in a 15% labor cost reduction. Combined strategies produced record operating profits on sales of $20 million.

Asset Utilization - Jointly developed raw material reduction plan with primary vendors resulting in a 40% increase in inventory turns. Also developed product production sequencing better utilizing restructured labor force while improving cycles for order fulfillment and inventory replenishment.

Regional Vice-President

METALS USA, INC., Greensboro, NC - Wilmington, NC, 2003-2011

With three divisions, over 1,700+ employees and 40 locations, Metals USA Inc. offers heavy carbon, flat rolled, non-ferrous, and residential products. It serves as one of the ten largest steel service centers within the United States.

Total Profit and Loss Responsibility for Branches Servicing for 4-State Geographical Area with 40 Employees, and $20 Million in annual sales, to Leading a three location Region serving 7 states with 100 employees and $100 million in annual sales

Business Unit Development- Led Wilmington location from negative profitability to double digit EBITDA in twelve months. Restructured Outside and Inside Sales groups to enhance market coverage and customer service. Introduced customer and product segmentation methods that increased net margin by 10%. Implemented Activity Based Costing as foundation for customer pricing. Transformed Greensboro location toward growth of value added revenue with installation of $2 million of advanced metal working equipment after merger of Wilmington in 2009 increasing net margin by 15%. Maintained 33% of Wilmington customer base and increased Greensboro EBITDA from 5 to 9.5% after transition.

Multiple Location Leadership / Performance- As Regional Vice President over Greensboro and Wilmington, NC, and Oakwood, GA, directed location and Regional development of annual business plan, Regional implementation of product and value added services cross selling. Coordinated multi-branch sales, production, and $20 million asset management improvement procedures. Reduced collective inventory by 30%. Developed new employee incentive plan based on location and Regional profit performance. Directed inter-company marketing to Regional capabilities and resources. At peak performance reached $100 million revenue and achieved combined financial performance of double digit EBITDA for four years.

Regional Vice-President / Regional District Manager

O’NEAL STEEL, INC., Greensboro, NC & Atlanta, GA 1998-2003

Known as one of the largest privately owned Steel Service Centers within the United States with approximately 2,000 employees within 25 various locations. O’Neal Steel offers seven major multiple product lines and on-site processing.

Served as Regional Vice-President with Total Profit and Loss Responsibility for the District, which included a two-state geographic area, 50+ employees, and $19 Million in annual sales.

Branch Reorganization…Consolidated Greensboro sales groups from O’Neal acquisition of Carolina Steel to maximize operational capabilities. Initiated cross training to leverage strengths of the two companies resulting in 10% increase in net margin. Combined distribution routing, consolidated inventories, and combined value added production to improve asset utilization and improve customer service.

Regional management…As RVP led Atlanta district to 10% increase in GM% by implementing new marketing, value added, product pricing procedures. Maintained positive ROI performance during declining market demand. Achieved ISO 9000 certification to enhance entry to greater OEM customer base.

Corporate Based Participation…Initiated Corporate Activity Based Costing Analysis to measure productivity and set baseline for new pricing policy, and served on Executive Management Strategic Planning Board and Chaired Company Training Committee to set various company goals, mission, objectives and direction.

Vice-President / General Manager

CAROLINA STEEL, INC., Greensboro, NC, Lynchburg, VA, and Lexington, KY 1986-1997

Served 5-State Regional Metal Service Center Company with sales in excess of $60 Million with 300 employees.

Leveraged strong business operations and P&L responsibility for three locations that produced annual sales in excess of $40 Million versus an annual budget of $30 Million. Managed $10 million of Regional assets.

Branch Development… Led Lexington, KY. location to sales increase of 40% in two years. Achieved 30% ROI. lmplemented branch’s first Quality Assurance Program. Managed 40 employee Lynchburg, Va facility to top company profit performer with ROI in excess of 35% on a $4 million asset base.

Reorganization…Managed the re-organization of the Lynchburg facility during a 14th month Chapter 11 period with positive operating profits each month. Consolidated Roanoke and Richmond VA locations into the Lynchburg facility during the process increasing sales to $30 million. Merged additional value added equipment into Lynchburg facility.

Regional Management/ Performance … As Vice President over Greensboro and Wilson, NC, and Lynchburg VA, produced $40 million in annual sales with assets at $10 million. Increased Regional sales by 20% and reduced inventory by 15% while maintaining superior customer service. Instituted multiple branch operating procedures to leverage human resources, equipment, inventory, and distribution capabilities. Selected to participate in presentations to potential acquisition principals.

EDUCATION CLASSIFIED AS SENIOR – COMPLETED ALL ACCOUNTING & BUSINESS CURRICULUM University of Tennessee, Nashville, TN

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