Charles H. Coughlin, Jr.

**** *** **** **.

Jacksonville, FL 32226

813-***-****

adt664@r.postjobfree.com

EXECUTIVE DIRECTOR OF SALES AND OPERATIONS

PROFILE

Top manager with Fortune 30 Company and former USAF commander with the big picture vision, leadership and tenacity to successfully penetrate new markets, capture market share and accelerate revenue growth. Expertise in strategic planning, program development and management, budget development and administration, organizational design and development, human resource management, and daily operations. Keen ability to assemble and motivate cohesive working teams by building consensus and mobilizing resources. Proven talent in balancing budgets and bolstering bottom lines through excellent fiscal management.

CORE COMPETENCIES

Leadership • Professional Sales • Key Account Relationship • Cost Estimating • Supervising • Controlling Material and Labor Costs • Quality Control • Budgetary Compliance • Strategic Team Building • Coalition Building • Multi-Unit Retail Management

Competitive Market Analysis • Forecasting • Human Resource Management • Operational Efficiencies • Leadership

Financial Management • Multi-Site Facilities Management • P&L Oversight • Strategic Business Planning • Fiscal Responsibility

Change Agent • Capital Expenditures • Cross Functional Management • Marketing and Promoting• Project Management

EXPERIENCE

HD Supply/HOME DEPOT/INTERLINE BRANDS INC.(Jacksonville, FL/Pompano Beach, FL/Jacksonville, FL) 2011-Present

A Home Depot Company with annual revenue exceeding $120B

Director, Residential Vendor Managed Inventory ($85MM Sales, 90+ Locations Nationwide, 140+ Team Members)

Charged with the leadership of this National Enterprise which is recognized as the industry standard in Supply Chain Solutions for Professional Contractors. Lean People-driven regionally diverse national organization where keeping our daily face motivated to represent the company in a positive way each and every day, while increasing sales for their individual location. Accomplished daily by hiring and mentoring a strong group of positive leaders to ensure the day-to-day needs of our customers are met, then regular high-level engagement to keep them motivated to accomplish their individual goals. Compensation structure is adjusted to ensure the associate’s engagement remains high at all times. Selected to participate in “Leading Orange”, a management course offered by Home Depot University.

Director, Pro Center Development ($40MM Sales, 85+ TMs)

Charged with re-engineering the Customer Experience at over 40 retail-style outlets nationwide in an effort to better serve the professional contractor customer and increase sales. Designed a vision for the ultimate experience, then devised a plan to align each unique center as it progresses in keeping with the vision—provided leadership and drove the extensive paradigm shift required at store level to produce the intended results. Customer defection has been reduced, churn nearly eliminated, and sales are recovering to levels not seen since before the housing market downturn in 2007-2008. Selected as a Key Account Relationship Manager to personally interface with the Executives at Key Accounts to Preserve and Grow the Relationship resulting in over 15% YoY Revenue Growth.

General Manager, SunStar Lighting and Electrical (One of 15 Subsidiary Brand to Interline Brands Inc.--over $12MM in annual sales)

Entrusted with the responsibility of being the leader in an inside sales division that historically had little-to-no leadership presence at all. Managed the performance of 16 inside sales professionals—managed out the low-performers, ensured the high-performers were adequately compensated, and challenged the mid-level performers to attain new heights of achievement. Collaborated with the corporate merchandising team on sourcing new, innovative import product in order to increase margins and give customers a competitive pricing advantage in a crowded marketplace. Aligned the sales team’s territories by region to provide the customer with more knowledgeable representative to partner with which led to increased customer loyalty reducing our customer acquisition costs. Led the first-ever small brand roll-up into our larger sister brand in a conglomerate environment providing the blueprint for others to follow in the effort to achieve the corporate strategy of brand consolidation to reduce expenses and increase product breadth available for the sales team to represent. Trailblazing spirit and supply chain ingenuity resulted in the brand going from a footprint of seven shipping locations to over 35 nationwide distribution centers—dramatically improving customer wait times and decreasing shipping costs for the company.

MARINEMAX, Inc. (Jacksonville, FL/Gulf Shores, AL/Pensacola, FL) 2003-2011

Publicly traded NYSE Company with annual revenues exceeding $1.2 B

Business Manager 2006-2011

Pitched vision and positioned high-end product which led to the opening of specialized Yacht sales office in an upscale location. Performed competitive market analysis to gain competitive advantage with rival product lines. Utilized Lean Six Sigma principles in identifying processes requiring improvement: increased vigilance and attention to detail. P & L responsibility. Established product-line sales strategy. Built key networking relationships and made high-level presentations to customers and vendors. Created and implemented team approach to maximize revenues for each transaction and built synergy across the functional areas of sales, service, and parts/accessories teams. Established new standards for operations production. Audited general ledger to ensure accurate accounting and reporting to shareholders.

Achievements:

Two stores generated $40 M in boat and yacht sales through prospecting, qualifying, competitive market analysis, and final negotiation maximized margins and improved customer satisfaction by 15%.

Executed strategic decisions about product diversification by selling ancillary products such as financing, insurance and extended warranties which resulted in $2MM of additional revenue.

Drove the product line to increase profit margins by 20% through final negotiations of ancillary products and penetration levels by 70% through prospecting and cold calling.

District Service Management Consultant (Pensacola, FL) 2005-2005

Trained, coached and mentored service managers and staff in scheduling and accounting methods at three locations. Redesigned processes and accomplished turnaround of these three departments in multi-site facilities from being labeled “loss leaders” into highly effective profit centers. Wrote and implemented procedures for eliminating accounts receivable and bad debt write-offs.

Achievements:

Honored with the Master Dealer designation through conceptualization and introduction of daily operation plan which reduced open work orders by 50%, increased technician productivity by nearly 40% and improved customer service experience.

Service Department Manager (Venice/Ft. Myers, FL) 2003-2005

Completely changed the culture from a salary-oriented shop to a performance-based reward system by empowering technicians and providing the support to make each of them successful--utilizing productivity metrics and monetary incentives

Achievements:

Attained Sea Ray Customer Satisfaction Index of consistently above standards through customer service focus.

Doubled technician efficiency and productivity through research and implementation of flat rate system of pay at each location.

Generated over $40 K per month in revenue with a labor gross profit exceeding 70%.

PAXSON COMMUNICATIONS CORPORATION (St. Petersburg, FL) 2001-2002

Broadcast television station group with over 65 stations and annual revenues in excess of $300MM

Engineering Project Manager

Sole project manager for corporate engineering department. Supervised all facets of project implementation including facility construction, allocation of resources, transportation of equipment, coordination of installation efforts, testing and training as well as technical cutover and recovery of assets. Organized and directed the efforts of nine regional directors of engineering and 65 local chief engineers, improving their efficiency through implementation of an MS Project-based reporting system. Reported to senior management on the progress toward achieving company goals. Monitored the deadlines and budget compliance for each project and reallocated resources as necessary to surpass financial and implementation goals.

Achievements:

Directed the construction and implementation of digital television in 34 markets which each had an average budget of $5MM.

W.G. BEST (Seminole, FL) 2000-2001

Distribution of California product lines of resort and restaurant novelty items for private label sale

Marketing and Territory Representative

Key player in managing existing accounts as well as conducting competitive market research to penetrate new markets and gain new accounts throughout the west coast of Florida. Maintained product inventory to service accounts and ensure outstanding customer satisfaction. Developed and implemented account database to effectively manage existing and prospective accounts. Restored numerous inactive accounts and thereby, reestablished customer confidence and satisfaction.

PEGASUS CAREERS (Tampa, FL) 2000-2000

Recruiting and placement firm for soldiers transitioning out of the armed services into civilian careers

Account Executive

Managed personnel requirements of existing accounts and generated new accounts. Developed nationwide initiative to expand recruiting efforts to include all U.S. Air Force Bases. Identified client requirements and ensured a team approach with recruiters to meet requirements. Coordinated recruitment of new account managers. Hired staff and trained, coached and mentored account managers.

UNITED STATES AIR FORCE (various locations) 1990-2000

MacDill Air Force Base, Malmstrom AFB, Barksdale AFB, Laughlin AFB

Aircraft Commander (KC-135R) and Aircrew Scheduler/Aircraft Maintenance and Munitions Operations Officer

Directed the day-to-day operations and the scheduling of the 6th Air Refueling Wing's 100+ flying personnel. Ensured completion of training of all flying personnel. Commanded crew in 31 vital combat aerial refueling missions during Operation Allied Force throughout Europe. Rapidly responded from various locations in Europe and Asia. Commanders’ choice to lead crew on the first combat refueling mission of Operation Desert Fox while deployed to Saudi Arabia during Operation Southern Watch. Ensured Iraqi compliance in the no-fly zone.

Achievements:

Executed strategic corporate logistics decisions as the Program Manager for the B-1 Bomber congressional test that led to salvaging the multi-billion dollar program and exceeded program goals by over 10%.

Managed over 650 contracts and efforts towards remodeling of MacDill AFB facilities in preparation for reopening of flying wing which included runway reconstruction as well as hangar and office space remodeling. Project was “mission ready” three months ahead of Congressional Mandate.

Reengineered logistical concept of Maintenance through the introduction of production-team centered policies which improved efficiency and reduced costs through the streamlining of operations and achieved 97% unit combat readiness rate for over 40 units for bomber operations.

ADDITIONAL WORK EXPERIENCE

UNITED STATES AIR FORCE

Training Coordinator and Assistant Commander • Senior Level Logistics Consultant at HQ 8th Air Force •

Aircraft Maintenance and Munitions Operations Officer (Boeing KC-135 A/Q)

EDUCATION

Master of Business Administration (MBA) • concentration in Finance • Louisiana Tech University

Bachelor of Science • Management • United States Air Force Academy

ADDITIONAL TRAINING AND CERTIFICATIONS

Aircraft Maintenance and Munitions Officer Training and Undergraduate Pilot Training• United States Air Force

Commercial Multi-Engine Instrument FAA License with Boeing 707 Airframe Type Rating

Defense Acquisition University—Acquisition 101

Proficient with MS Office Suite to include MS Project

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