BRIAN BEDELL

*** ********* ***, ***********, ** *8343

856-***-**** ad0thh@r.postjobfree.com

OPERATIONS MANAGER-DIRECTOR Drove performance excellence, business tools (e.g., new hiring procedures), and continuous improvements throughout key business areas, from staffing and project oversight to inventory availability and customer management. Aligned policies, procedures, and systems that improved employee performance and success, reduced unnecessary staff turnover, and maximized support and collaboration amongst the multi-site, multi-state teams. Led a major staff realignment effort at Shelf Tech and MAAX, which led to cost-saving initiatives with ensured continued profitability and competitiveness. Initiated multiple change management strategies throughout career, including an interactive scheduling system at Shelf Tech, account retention and client sales growth at PMG, and $9M revenue growth to the Home Depot account at MAAX.

MANAGEMENT & OPERATIONAL SKILLS

Staffing/Staff Management – Manpower Allocation – Project Budgets & Overhead – Contract Compliance – Product & Project Deliverables – Customer Support & Service – Continuous Process Improvements – Department Leadership – Change Management Initiatives – Strategic Planning – Team Efficiency & Performance Improvements – New Policies/Procedures/Systems – Multi-Department Transformations – New Business Opportunities – Client Account Development – Project Management – Kaizen Lean Thinking & Methods PROFESSIONAL CAREER

SENIOR OPERATIONS MANAGEMENT Shelf Tech, LLC (Acquired by: Apollo Retail Specialists), Little Falls, NJ 02/2015 – 01/2023 Served as COO (02/2015 – 07/2022) & Transitioned to Northeast Regional Manager (07/2022 – 01/2023) After Acquisition

• Oversaw complete project management of multi-site, multi-state teams for this multimillion-dollar company with upwards of 300 employees. Headed teams scattered throughout the NE, from Maine to Virginia.

• Directed a team of in-house and field personnel, including 6 direct report Regional Managers. Provided oversight from initial strategic planning and project coordination (e.g., scheduling, manpower allocation) to contract fulfillment and quality assurance/controls.

• Collaborated with the Chief Financial Officer (CFO) on project budgets, cost controls, and contract negotiations/commitments. Initiated and managed requests for proposals (RFPs), providing financial breakdowns specific to the project scope, budget, and required timeline for completed projects.

• Led continuous improvements and change management initiatives, e.g., introduced new human resources policies/procedures, optimized scheduling, and improved project tracking. Enhanced overall productivity by 50%, while creating additional positive outcomes, such as:

Reduced schedule changes by 50%

Cut employee turnover by approx. 25%

Improved project documentation and reporting to clients

• Collaborated with executives and senior management on setting goals/objectives, monitoring performance, and providing ongoing support to improve core departments, such as human resources, accounting (e.g., billing), and sales/business development.

• Conducted a major staff restructuring and realignment as COO. Improved employee vetting, hiring processes, and on-the-job (OTJ) training that further reduced staff turnover and attrition. Expanded recruiting and staffing as the company experienced 10% YOY growth (staff grew from 125 to 300). BRIAN BEDELL

PAGE 2 Professional Career, Continued:

• Introduced processes in addition to new pricing structures and improved operational practices. Optimized the company culture that resulted in an improved work environment, employee retention, and a healthy, profitable company.

• Implemented a fully digital recruiting and onboarding process that introduced automation used to source, nurture, and hire candidates. Streamlined the subsequent 50% growth in the workforce, while reducing time-to-fill (TTF) positions and cutting significant overhead costs.

• Recruited to remain with the company on a 6-month contract to support employee transition after the 2022 acquisition. Guided and onboarded staff on Apollo policies, procedures, and systems. MANUFACTURER’S REP Prime Marketing Group, LLC, Monroeville, NJ 12/2009 – 01/2015

• Established, nurtured, and managed relationships with custom design services, distributors, and lumber companies. Promoted product awareness, quality, and availability for two manufacturers: Woodharbor Custom Cabinetry (cabinet maker) and White River Hardwoods (molding supplier).

• Expanded sales and market share of client product lines through an established network of retailers and distributors. Leveraged industry knowledge, trends, and expertise to advance brand awareness and marketing outcomes. Retained client accounts and increased client sales by up to 25%.

• Performed extensive due diligence and formulated a complete business transformational strategy that re- established relationships with existing clients. Connected with client decisionmakers to regain business lost to competitors prior to joining the company in 2009.

• Worked with clients to resolve account issues and train client staff, such as kitchen design teams, on product features and benefits to grow sales further. Provided staff with product brochures, marketing materials, and industry trends that further solidified each manufacturer’s product lines at each distribution channel. NORTH AMERICAN FIELD OPERATIONS MANAGER MAAX Bath, Inc. Southampton, PA 10/2004 – 11/2009

• Promoted 2X during tenure, going from NE Regional Manager (2004 – 2005) to Account Manager (2005 – 2007) and North American Field Operations Manager (2007 – 2009). As NA Field Operations Manager, oversaw team performance, management, and planning that consisted of 4 Regional Managers plus Manufacturers Reps throughout NA.

• Conducted new product rollouts nationally and internationally in collaboration with purchasing, marketing, engineering, and manufacturing. Ensured inventory availability, product quality, and displays were properly represented to further drive product line sales. Experienced a $25M growth across U.S. business sectors.

• Selected by Home Depot as Vendor Captain for a capital project that involved a department overhaul in 2,000 locations. Worked with senior management on project planning and establishing product and display installation standards. Addressed fulfillment issues, minimized delays, and ensured 100% project completion.

• Trained staff and manufacturer’s reps, ensuring optimal brand representation at each purchase point (POP) to further elevate product knowledge and sales. Grew product rollouts, which resulted in overall revenue growth from $61M in 2006 to $70M in 2009.

• Authored and implemented new job descriptions and performance standards. Designed and facilitated training that equipped staff with the tools needed to meet the overall organizational goals. Improved engagement, retention, and performance across service areas. BRIAN BEDELL

PAGE 3 Professional Career, Continued:

• Collaborated with Human Resources on hiring, staffing, and training field employees. Communicated with c-level decisionmakers to resolve and avoid any sizable project delays. Supported business steering and business growth initiatives by monitoring manpower levels and keeping a pulse on client relations.

• Leveraged SAP Business Warehouse and Kaizen methods to streamline overall operations, including project tracking and overall productivity. Travelled nationally to meet with clients to discuss project stats and sales to resolve any pressing issues that could hinder client relations or delay project completion.

• Led MAAX as Home Depot's first e-commerce supplier of tub and shower enclosures, which resulted in

$500,000 in sales the initial year. Directed international product rollouts and achieved 12% sales increases through display innovations.

• Audited and managed budgets and financial forecasts for the fulfillment of product rollouts, inventory procurement, and staff requirements. Evaluated sales forecasts, product line revenue, and inventory levels throughout the country to identify top and low performance products.

• Assisted leadership with developing a shutdown plan, transferring assets/operations, and minimizing disruptions during the shutdown of the Pennsylvania facility. EDUCATION

B.S., Liberal Arts, Dean College, Franklin, MA

TRAINING

Leadership & Management, Time Management, Kaizen Improvements to Sales, Customer Service, Logistics, Forecasting, and Lean Manufacturing