Lean Six Sigma Black Belt Villanova University
Increasing bottom-line profits through restructuring, talent management, cost control, and profit maximization.
Hands-on entrepreneur and turnaround leader with in-depth understanding of all aspects of a small to large company’s daily operations; demonstrated ability to ensure the right safeguards are in place in each department and to optimize employee performance and bottom-line profits. Demonstrated decades of leadership in several successful business ventures.
4Learned the basics of business operations from three generations of family COOs; opened first business at age 16 and netted $50,000 first year and $100,000+ by age 18 with expansion into three locations; purchased a Sunoco Franchise at age 19 for $35,000, built it up, and sold it one year later for $125,000; bought and flipped several commercial propertes at a profit, while still opreating the prior businesses in all three locations.
4 Purchased and restructured a down-trending produce company in 1988 with $1.5 million in annual sales and profits 25% of gross and grew it to $3.8 million within 12 months with profits averaging 40% of gross; eventually grew revenue to $15+ million.
4 Built a high-performing team by hiring the right people for the right jobs, creating a positive work environment, encouraging input, and making each employee feel valued.
Foodland, Newark/Kenilworth, NJ § 1988–Present
Provider of produce to restaurants, caterers, hotels, country clubs, cruise lines, and ships via truck/air in U.S. and Caribbean
President & Chief Operating Officer
Purchased company in 1988 and built it from an operation with a 1,200 square foot facility, limited refrigeration storage, zero loading docks, two trucks, one van, and a $1.5 million annual volume into a highly efficient, professional, 50-employee organization with 15 refrigerated trucks and 3 vans running 24/7 and producing $15 million annually at its peak. Had no prior experience in produce industry. Oversaw each department, built relationships with all employees, reviewed all daily reports, and personally reviewed resolution of all customer service issues.
Built a strong organization by hiring the right talent, motivating employees with compensation,
targeting the right customer base, and quickly identifying and addressing cost issues.
4 Organization Building: Terminated all existing staff upon initially purchasing the company in 1988; identified and hired a talented managerial staff, including a General Manager, Warehouse Manager, Fleet Manager, and Controller, as well as outside/inside sales staff and drivers. Purchased three new refrigerated trucks, along with uniforms for drivers, to establish the proper branding of a professional company image to customers.
4 Business Development: Developed and executed a marketing strategy targeting high-end clientele that understood the importance and value of quality merchandise combined with exceptional customer service; had accounts in Puerto Rico and Bermuda prior to 9/11 and gained expertise shipping products via air in DC-10 containers.
4 Vendor Management: Kept continuity in product line and negotiated prices that resulted in a high profit margin every month by identifying potential trends that would result in increased vendor prices and booking merchandise ahead at a lower cost; continuously negotiated and renegotiated prices with vendors to ensure a highly profitable bottom line.
4 Cost Control: Worked closely with Controller to review A/P and A/R daily, and to work with overdue accounts before they became a serious problem. Reviewed budget forecasts monthly to prevent cost over-runs.
5206 Emerald Drive Watchung, New Jersey 07069 § 862.***.**** § firstname.lastname@example.org
Career Highlights Continued
Foodland, Newark/Kenilworth, NJ § 1988 – Present
President & Chief Operating Officer (continued)
Maximized profits by leading expansions, ensuring proper fleet maintenance, engaging legal and financial experts, developing and executing sales strategies, and leveraging technology.
4 Facilities Growth & Management: Spearheaded several expansions, including expansion of original location in 1988, acquisition and modernization of two additional warehouses, purchasing and upgrading of 13,500 square foot facility in 2006, and acquiring and upgrading another facility in 2010 that included 5,000 square feet of additional modern refrigerated storage.
4 Fleet Management: Ensured a reliable new fleet of trucks for continued high levels of customer service through preventive maintenance and weekly cleaning; purchased new vs. leased fleet of trucks to reduce total operating expenses and replaced fleet every four years to minimize repair costs and optimize trade-in values.
4 Legal & Financial Management: Maximized profits by retaining two attorneys who have provided expert legal advice on business and real estate since the purchase of the company; worked with a tax attorney and CPA firm (30-year relationship) to keep up with constantly changing tax laws and to ensure all tax benefits are being used.
4 Sales & Marketing: Reviewed sales trends and customer input with sales staff twice weekly; provided credit terms to potential customers as an inducement to try services and products.
4 Technology: Significantly increased efficiency by working with external consultant on development and continual upgrading of fully customized, integrated system that included accounting, sales, pricing, customer quoting, credit control, order processing, inventory control, customer files, and management of profit reporting. Implemented remote laptop access for sales team utilizing custom software for up-to-date account information, pricing, and order entry.
4 Security: Implemented secure card entry access system for highly sensitive data storage areas and state-of-the-art camera surveillance system, including remote access with DVR storage.
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