JERRY SHERWOOD

***** *. **** **. *., Owasso, OK *4055

Cell: 602-***-**** Email: acwxmw@r.postjobfree.com

EXECUTIVE SUMMARY

Accomplished, results driven leader with extensive business turnaround, acquisition/merger integration, strategic planning, and profit improvement experience as both an executive and consultant. Collaborative yet decisive steward of professional teams solving complex and time-sensitive missions. Dedicated and skillful P&L veteran for mid-sized businesses in excess of $135 million revenue and EBITDA of $11M.

• Acquisition/Merger Integrations • Business Development/Sales Planning

• P&L Management/Budgeting/Costing/Forecasting • CAPEX/Project Management

• Strategic Planning • Supply Chain Management/Logistics • Continuous Improvement

• Team Building/Development • Strong Analytical Skills • Collaborative Leadership

PROFESSIONAL EXPERIENCE

PRINCIPAL, Ascension Consulting LLC, Tulsa, OK 2015 – Present

Founded a management consulting and business coaching firm with primary emphasis on creating value for small and mid-size businesses through education and best practice implementation.

Challenge/Opportunity:

Create a start-up company based in a new market. Grass-roots entrepreneurial effort to engage clients in all segments of the economy. Develop a thorough list of prospects and alliance partners, and generate sales and marketing processes. Create a series of playbooks outlining my primary consulting offerings.

Resources/Methodology:

Develop marketable, recession-proof content that can help small and mid-sizes businesses thrive. My primary go-to-market content is listed in the following playbooks:

PERFORM: Business development playbook to drive revenue and profit margin growth. Heavy emphasis on sales planning and account management activities, personnel development, marketing and pricing analytics.

IMPROVE: Cost reduction and process improvement playbook for manufacturing and distribution customers. Emphasize change management, KPI’s/analytics, personnel/organization structure, plant fundamentals, and value chain optimization.

FOCUS: Strategic planning playbook to help customers clarify their vision and create a roadmap to achieve their goals by understanding key impact variables, competitive advantage, address scalability issues, and create greater overall value for their businesses.

Results: Developed a thorough list of customer prospects and business alliance partners, created sales and marketing processes and track progress in SalesForce.com CRM. Building a solid pipeline of prospects and opportunities by showcasing PERFORM, IMPROVE, and FOCUS playbooks. Working with multiple firms as an advisor/broker to assist owners with the sale of their businesses.

OLDCASTLE ARCHITECTURAL PRODUCTS GROUP (2000 - 2015)

$2B division of a $21B global corporation

PRESIDENT, Oldcastle Texas, Grapevine, TX 2013 – 2015

Transformed underperforming TXI Packaging manufacturing business and merged it with Jewell Concrete Products to capitalize on synergies across 13 locations. Assumed full P&L responsibility of $135M annual revenues and EBITDA of $11.4M. Engaged and guided team to successfully redesign finance, sales, customer service, logistics, manufacturing, retail/distribution, EH&S, and HR teams for optimal efficiency and productivity. Fostered professional growth and instilled culture of learning to expand capacity of management team.

Challenge/Opportunity:

Produced a cogent strategy to capitalize on merger between two divisions to drive sales and profit growth. Redesigned key departments to streamline processes and reduce costs. Executed a CAPEX plan to address an aging asset base and provide future capacity.

Resources/Methodology:

Consolidated and restructured two sales organizations to eliminate redundant geographic/channel coverage, and increased presence in architectural/engineering communities. Introduced internal brands into our retail/distribution channel replacing third party products. Reviewed product sales/margin performance and replaced low performing SKU’s with value-added SKU’s driving margin gains. Performed customer segmentation and product profit analyses to identify opportunities. Developed a comprehensive CAPEX plan to expand manufacturing capacity in Dallas and Houston markets.

Results:

Increased EBIT from $6.5M to $8.1M (24% YOY growth), improved operating cash flow 14%, and reduced working capital by 19%. Lowered delivery costs over 0.2% of sales (~ $300K) by centralizing logistics groups and driving key operating metrics. Improved on-time performance and fill-rate to major accounts by raising expectations and holding team accountable to high performance levels. Reduced RIR by over half and had LTIR of zero.

VICE PRESIDENT & GENERAL MANAGER, Jewell Concrete Products, Waco, TX 2012 – 2013

Appointed by President to merge Jewell Concrete Products, a manufacturing business with Custom Stone Supply, a retail/distribution business in an effort to accelerate profit growth. Full P&L leadership of $56M annual revenues and EBITDA of $5.6M. Oversight of all finance, sales, logistics, manufacturing, retail/distribution, and HR covering 10 locations.

Challenge/Opportunity:

Analyzed underlying causes of poor performance and misalignment of 10 sites and created programs to optimize profits while simultaneously improving operating efficiencies across the region. Identified root causes and solutions for limited manufacturing capacity within key business lines. Designed and achieved buy-in for sales and go-to-market protocols between previously divergent groups.

Resources/Methodology:

Amended sales strategy to increase investment in commercial specifications and reorganized the sales management team geographically to capitalize on local market conditions. Analyzed product line profitability, amended pricing/go-to-market strategies, and accelerated sales efforts on value-added product lines. Aligned goals of sales group with manufacturing and retail teams. Identified supply chain performance gaps and implemented Lean tools to improve efficiencies, developed inventory plans to minimize stock-out scenarios, and installed a transportation management system.

Results:

Increased year over year EBIT and EBITDA by 75% and 38%, respectively. Improved operating cash flow by 15%, lowered delivery costs by 0.8% of sales (~ $450K) by optimizing scheduling/route planning and maximizing asset utilization.

DIRECTOR OF QUALITY & PROCESS IMPROVEMENT, Oldcastle, Phoenix, AZ 2012

Appointed by President to lead manufacturing, quality, and overall business improvement initiatives to increase profitability of six companies located in eight states throughout the central and western U.S.

Challenge/Opportunity:

Worked on location to drive business turn-around efforts. Assist local leadership teams with implementation of best practices throughout their respective businesses.

Resources/Methodology:

Collaborated with local teams and engaged national resources to assist with resolution of performance issues. Offered leaders guidance on how to structure groups for success.

Results:

Regional companies combined to achieve 10% revenue and 20% YOY profit growth. Qualified a third-party manufacturer to produce several of our premium products, adding capacity in sold-out markets. Led annual product costing review process, shared best practices between companies, and challenged business leaders to improve operating efficiencies resulting in lower manufactured costs.

SALES DEVELOPMENT MANAGER, Oldcastle, Phoenix, AZ 2011 – 2012

Appointed as a national corporate consultant to train sales and management best practices at individual businesses.

Challenge/Opportunity:

Worked on location with a peer group for 12-15 week periods to train/implement best practices and drive change management initiatives through local organizations while motivating teams to strive for excellence.

Resources/Methodology:

Built rapport with leaders and collaborated with staff to maximize training impact. Conducted strategic planning sessions with leadership to reorganize staff and align company goals with sales activities. Performed detailed pricing analytics and sales channel/go-to-market reviews to identify significant opportunities. Assisted in creation of sales management best practices and implemented SalesForce.com CRM tool to increase sales team transparency and efficiency.

Results:

Created new sales organizational structure, and implemented revised pricing and go-to-market strategies resulting in significant growth. In a down market, GMS (Atlanta, GA) achieved 5% revenue ($1.7M) and 77% EBIT ($1.6M) growth YOY immediately after completion of the training. Won “Company of the Year” National Presidents Award.

SITE MANAGER & SALES MANAGER, Superlite Block, Phoenix, AZ 2009 – 2011

Sales and operations leadership for $12M revenue concrete paver business, including 17 manufacturing employees and 5 sales representatives serving the AZ, NM and NV markets.

Challenge/Opportunity:

Faced with significant market downturn, improved manufacturing performance with minimal investment. Reduced costs while preparing for growth upon exit from recession.

Resources/Methodology:

Assessed plant performance and immediately implemented best practices and other continuous improvement initiatives. Brought manufacturing team together with sales personnel to discuss market needs and developed plans to better serve our customers.

Results:

Increased margins from 34% to 42% and grew EBIT by 4%. Reduced staff from 22 to 17, increased productivity by 33%, reduced scrap by 25%, and assisted with raw material price negotiations leading to $600K+ annual savings. Led record site safety performance (RIR 0.66, LTIR 0) via improved training and incident management.

INTEGRATION MANAGER, Oldcastle, Phoenix, AZ 2008 – 2009

Appointed by national President to participate on an acquisition integration team.

Challenge/Opportunity:

Tasked with developing plans to integrate manufacturing operations of acquisition targets into local companies. Company had large acquisition pipeline and anticipated significant activity.

Resources/Methodology:

Performed business analyses for corporate M&A team to analyze market capacities, post-merger CAPEX investment needs, restructuring scenarios, etc. Assisted with analyses to build business cases for FTC approval.

Results:

Determined market share of existing operations, negotiated 3rd party manufacturer supply/purchase agreements to avoid out-of-stock scenarios. Provided on-site management support for turn-around efforts at struggling businesses.

Relevant Previous Experience

VICE PRESIDENT & GENERAL MANAGER, Eagle-Cordell Concrete, Houston, TX 2006 – 2008 Turned around a 3 site manufacturing group previously losing over $3M EBIT resulting in net profit increase of $1.9M.

GENERAL MANAGER, Westile, Casa Grande, AZ 2004 – 2006

Full P&L responsibility for $25M revenue, 90 employee site. Increased revenue from $15M to $25M in 2 years and grew EBIT from $2.5M to $5.5M.

EDUCATION & CREDENTIALS

Master of Business Administration (MBA), Business Management, 2004

W. P. Carey School of Business, Arizona State University, Tempe, AZ

Bachelor of Science in Engineering (BSE), Mechanical Engineering, 1993

Ira A. Fulton Schools of Engineering, Arizona State University, Tempe, AZ

Professional Training & Development

The McAloon Group, Executive Leadership & Entrepreneurship Coaching, New York, NY

The Gap Partnership, Negotiation Training, Atlanta, GA

Power Communication, Rapport Leadership International, Las Vegas, NV

Leadership Breakthrough I, Rapport Leadership International, Las Vegas, NV

Converting Strategy into Action, Northwestern University, Evanston, IL

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