Sales Customer Service
Resume:
John Kenny
Tel: 905-***-****
Cell.: 416-***-****
Email: ********@******.**
PROFILE
A fluently bilingual Director with over 20 years of progressive experience in Operational management, corporate and financial experience in Transportation, Logistics, Food and Retail industries. Provides realistic and effective bottom line direction and leadership in the areas of cost control, productivity increases, systems development, margin improvement and day-to-day running of a business. Positive, goal oriented team player who operates with confidence and a high degree of familiarity in creating successful strategies for building both internal and external relationships.
KEY COMPETENCIES
Hands-on Leadership Style
Collective bargaining
Bottom line oriented
Effective Team building
Strategic focused
Solutions development
PROFESSIONAL EXPERIENCE
Circle of Care 2016-Present
Transportation PMO
As a member of the executive team, reporting to the Vice President Client services, my primary function was to integrate a new transportation provider for seniors (I-Rideplus). The new entity was an integration of six companies within the CLHIN catchment area involving 100,000 medical and social rides per year.
Advising on policy and strategic developments and examining business decisions (pricing policy, level of service provision, timetable changes) to assess their impact on passengers which resulted in a 30% increase in ridership.
Negotiating and managing contracts and developing new business opportunities yielding an additional $125K to the bottom line.
Training customer service team and complaint-handling personnel and liaising with stakeholders and collaborating with team members to discuss the strategic direction of passenger transport operations.
Analyzed and Recommended capital expenditures for acquisition of new equipment in order to increase efficiency and services within the operations department.
Developing Standard Operating Procedures for the group as well as conducting safety audits and driver training sessions to ensure that staff members comply with administrative policies on passenger safety and patient confidentiality.
Develop, implement and track on a monthly basis an operational dashboard for a visual understanding of performance metrics against plan
Brought about fundamental changes in Novus “trapeze” software which led to a double digit increase in seat rides per van.
Experience in proposal writing with government institutions (LHIM) as well as private foundations (Claims conference)
Implement policies and procedures to ensure positive client relations; develop new programs (Home at Last, VHA) and services as appropriate and evaluate existing services to ensure efficiency and effectiveness of the operation (Late cancellations reduced from 22% to 6%)
Dominion Citrus / Country Fresh Packaging (Fruit & Vegetables) 2014-2015
Plant Operations Manager
As a member of the executive team, reporting to the CEO, my primary function was to develop a company strategic plan. Accountability included the overseeing a packaging plant, one distribution center, the food safety department, the company logistic department and 3 salespersons.
Created cost standards and teach supervisors and managers to use them with the end result of achieving a 50% reduction in labor costs.
Developed and executed a strategy for backhaul program that generated $600K in annualized revenue and a reduction of $125K in savings.
Turned around a division from a $100K loss to a $150K profit through new opportunities and improved customer service.
Manage and participate in monthly inventory counts and reporting. Coordinate counts at internal and external warehouse locations
Responsible for ongoing improvements in both reverse logistics and inventory accuracy
Responsible for maintaining inventory integrity and control of company governance policies
Coached a team of 3 sales people to deliver a 20% increase in sales within a four month period.
Responsible for maintaining BRC requirements of plant operations, grading product, packaging produce and productivity.
Developed strategies to improve processing costs and increase the competitive position of the plant.
Tomato King 2010 Inc. (Fruit & Vegetables) 2012- 2014
General Manager (Sales and Operations)
Reporting to the owners, accountability includes the financial performance of all business segments as well as providing strategic direction and leadership to sales, operations, distribution and finance.
Execution and Implementation of SQF (safe quality food) certification and ISO 22000 standards in order to ensure continued growth with exiting customers (Metro and Walmart).
Responsible for the overall direction and financial performance of a 40,000 sq.ft. refridgerated warehouse as well as a retail outlet at the Ontario Food terminal.
Develop and implement warehouse management programs to increase efficiencies
Analyze inventories to determine how to increase inventory flow, reduce waste and optimize the overall customer experience
Created Standard Operating Procedures and guidelines for customer service, shrinkage and spoilage reductions ($500K) and productivity gains ($200K).
Developed disciplined sales management routines for each sales professional for ensuring that the goals of the organization are being met.
Support, lead, motivate and ensure the development of a team environment by breaking down existing silos within the company.
Evaluate and set up floor products to Maximize sales and Minimize stock losses.
Manage the packaging of produce for several key clients.
Implemented operating and safety procedures for drivers resulting in moving our CVOR to an excellent rating.
Developed KSF ratios for measuring productivity, customer service and sales effectiveness.
Reducing discrepancies with respect to inventories both at the Ontario Food terminal and the cold storage warehouse
Created HACCP plan for warehouse and distribution center and food processing plant in order to meet customer expectations.
U.C.S.L. 2010 – 2012
General Manager National Services (Operations and Sales)
Reporting directly to the Sr. Vice President Operations, manage operations and sales for all national services of the company and provide overall support to the company’s strategic growth plans. The full P&L responsibility represents $40M in revenue and $35M in expenses. Direct reports include 1 director, 4 Managers, 25 employees and approximately 300 contractual people.
Developed New Pricing and Service standards by detailed analysis of segment, geography, channel, customer and product type.
Responsible for the cleaning and maintenance contracts of 385 retail stores and 27 commercial properties throughout Ontario.
Implemented new business opportunities through the RFP/RFQ bid process.
Established a sales and business development group specific to National services targeting markets outside the company’s core activity.
Established and maintained costing parameters for 14 service technicians across Canada, the day porter functions and outside services.
Ensuring continuous growth as well as identifying suitable candidates for potential acquisition or partnerships.
Assisted with the design and implementation of unique KPI’s for communicating and monitoring achievement of business objectives.
Additional departments reporting into the function include Purchasing, R&D and Quality Control groups.
EMTERRA ENVIRONMENTAL 2007 – 2010
General Manager & Director Business Development
Reporting directly to the CEO, accountable for delivering sales and financial performance of day-to-day delivery of programs and service for the collection of waste and blue box material as well as processing all recyclable materials for Halton Region, Hamilton, London and Brantford and Brant County. The operation consists of 150 drivers and 110 employees in two recycling facilities.
Increased profitability in both plant processing and curbside collection by establish guidelines and policy procedures. Achieved an overall improvement of $1.5 Million.
Reorganized the company following the loss of two major municipal contracts, alleviated the burden of severance payouts through proper employee notification. Resulted in a net savings of $650K.
Changed the strategic focus of the company from municipal collections to commercial accounts as well as new lines of business.
Preparation evaluation and submission of all RFP’s.
Successfully negotiated a contract with the banking industry ($500K).
Developed and managed a commercial sales group with a focus on customer retention and service thus increasing revenue by $1.5M in the first nine months of the year.
Established annual budget and 3 year operating plan with the Board
Handled, tracked and resolved all complaints from customers (400,000 residents).
Participated in a $7 Million project management initiative moving the Burlington recycling plant to a single stream operation.
Represented management at the bargaining table and negotiated Union demands.
Established appropriate controls to safeguard company assets minimize risks and ensure compliance with the Ministry of Environment.
Instituted strategic planning initiatives in view of the downsizing.
Effectively negotiated revised contract terms with Municipalities following the economic market downturn.
Ensured a safe and healthy work environment. Chaired the JOHS committee meetings and established a pandemic flu plan as well as an emergency response plan in the event of a plant shutdown.
Developed and implemented a human resource and succession plan in order to ensure on-going talent within the organization.
PUROLATOR COURIER LIMITED 1993 – 2006
Director Operations (2004 – 2006)
Reporting to the Vice-President of Operations & Decision Support, managed 8 managers and 14 analysts on all aspects of Courier operations, Air and Ground linehaul, Field operations and National accounts.
Planned and directed all National business operations to ensure objectives were met for revenue, profitability and customer service. ($1.3 B in revenue)
Establish National productivity goals (KPI’s) for pieces per hour, shipments, service, stops and rates.
Conducted multi-product and cross-functional business case analysis related to the 2010 long range strategy. Total capital portfolio $400 Million.
Established and managed the development, evaluation and implementation of self-funding cost reduction business cases ($20M in-yr 2006) through financial matrices, executive level reviews, cost maintenance, process streamlining and traceability.
Monthly presentations to the Operating council on year to date achievement of financial results as well as operational improvements in productivity relative to on-going investments.
Integrated corporate investment projects (Capabilities, Time management, CED) establishing benchmarking tools to increase visibility of expenditures and enable accurate measurement.
Develop key business indicators for all Head Office areas including Call Centers, Human resources and National sales and Retail stores
Corporate Director Revenue and Cost (Sales and Marketing Support) (2002 – 2004)
Reporting to the Vice-President of Revenue and Strategy, managed 2 managers and 4 analysts on all aspects of Revenue generation as well as sales incentives for 125 representatives.
Lead the development and implementation of a Revenue reporting system that measured customer satisfaction and sales geographically, by product, service channel, weight, surcharge and territory (Cognos software).
Created a sales strategy for National accounts to promote profitable growth while ensuring customer retention of customer specific margin.
Initiated and implemented a pricing strategy allowing sales focused on customers rather then obtaining pricing approvals. This minimized by two thirds requests for pricing which accelerated customer proposals through the use of revenue banding.
Supported major US customers’ sales force through building business relationships and influenced pricing strategies, incentive structures and contract write-ups, maximizing LTL revenue generation and recognition ensuring that Canadian guidelines were implemented.
Reviewed all Marketing initiatives as it pertained to First tariff customers, Small and Medium enterprises and media investments.
Benchmarked pricing against customers with contractually binding clauses for best prices in order to minimize company’s liabilities and ensure customer compliance. The net effect resulted in generating $6 M in additional margin.
Director Pricing – (2000 – 2002)
Reporting to the Sr. Vice-President of Sales and Strategy, managed 2 managers and 3 analysts on implementing an Activity Base Costing system in order to determine customer profitability.
Established the methodology for an ABC system used to determine product, customer and lane specific profitability. The outcome resulted in a 3 percentage point increase in variable margin by identifying profitable business sectors.
Provided costing expertise and margin analysis to National accounts and Field sales on all non-standard business proposals and developed specific solutions for both customers and operations.
Established guidelines and pricing for the Canadian marketplace as well as Purolator Freight (LTL) for North bound moves.
Pioneered the War room concept and strategy for all non-standard corporate pricing increase. Over 200 low margin contracts were evaluated yielding a net bottom line improvement of $10 Million.
Received multiple customer sales awards (Merit Award, Elite Sales Award) as a result of visiting and providing solutions for National customer key accounts.
Corporate Director Finance – National (1996 – 1999)
Reporting to the Sr. Vice-President of Operations, manage 3 managers and 6 analysts on all aspects of Courier operations, Air and Ground linehaul and Fleet.
Developed and implemented a tracking system (FMR) that led to a reduction in cost per piece for 4 consecutive years.
Decreased operations costs ($4 M) by reviewing all 3rd party contracts for transportation services.
Increased bottom line by $2 M by reviewing all service agreements.
Negotiated and managed all 3rd party transportation and logistic contracts.
Worked with National Fleet department to establish inventory for curbside vehicles, tractors, trailers and rentals.
Represented management during negotiations and successfully achieving a 3 year deal for 5000 couriers as well as 3500 dock workers. (Conflict resolution)
Director Operations – Quebec and Atlantic Division (1993 – 1995)
Established yearly productivity and service targets for 20 depots and the Montreal hub in terms of pieces per hour, Pick up and delivery stops, claims and damages, on time 9 am and 10:30 products, misdirects and missorts.
Implemented best practices and score carding for each depot in order to ensure a consistent methodology. Overall reduction in cost per piece achieved each year as well as a reduction in non-productive stops.
EDUCATION
Graduate in Administration
Majored in Administration and Organizational behavior
McGill University, Montreal, QC
Certificate in Accounting
McGill University, Montreal, QC
VOLUNTEER WORK (Non-Profit)
Vice-Chair for C.A.R.P. Halton Chapter
Level 1 and 2 JHSC certification and GMP certified
HACCP Level I and II
Microsoft products (Excel, Word, Navision)
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