LANDRÉ Y. EAGLETON

**** ****** ****** ** • CYPRESS, TEXAS 77433 • 313-***-****

Email to: adt793@r.postjobfree.com

CAREER SUMMARY

An accomplished professional with extensive experience in sale, marketing, customer service, asset/inventory management, busi ness development, SIOP Process, Business Unit P&L responsibilities (> $500M) and new product launches. Strong record in creating and leading teams, producing innovative customer-focused initiatives to dramatically increase revenue, market share, and customer satisfaction through strategic and tactical initiatives that focused on quality, branding, efficiency and stakeholder value. KEY PROFESSIONAL/MANAGEMENT SKILLS OVERVIEW

• Sale Inventory and Operations Planning (SIOP)

• Inventory Management

• Strategic Planning

• Financial Management and Benchmarking

• Analytical Thinking/Six Sigma

• Business Development

• Remarketing/Asset Management

• Product Management & Marketing

• Vendor Management

EDUCATION AND CERTIFICATION

• Certified Consumer-driven Six Sigma Black Belt (Ford Motor Company)

• The University of Texas, Austin, TX - Bachelor, Business PROFESSIONAL EXPERIENCE

FRIEDKIN COMPANIES, INC. (ORRAC/GULF STATES TOYOTA) HOUSTON, TEXAS 2013 - Current Gulf States Toyota, Director, Logistics, Inventory and Operations Planning, (November 2020 - Current) Responsible for interdepartmental coordination, providing input, guidance, and oversight in the development and execution of the strategic direction and financial objectives of GST’s product operation, logistics and planning functions. Vital role measuring, analyzing and managing the performance of the strategic and financial objectives and ensuring department is properly organized and aligned to meet the overall demands of the organization’s goals.

• Held extensive weekly collaboration sessions with key stakeholders including but not limited to, Demand & Supply, Vehicle Processing Center, Parts Distribution Center, logistic partners and Field Sales teams

• Led initiative to improve the corporate Sales Inventory and Operations Planning (SIOP) process, resulting in the identification of substantial process deficiencies. Implemented new methodologies and KPIs better aligned with sales targets and supply chain resources

• Responsible for leading logistics negotiations with logistic partner contract, resulting in $60K annual cost save while delivering best all time KPI performance

• Developed and implemented route optimization actions with logistic partner with targets of $300K in annual cost saves

• Department’s associate Engage survey results exceeded benchmark standards in 95.6% of the dimensions measured. Results exceeded all comparatives (Supply Clain Organization, Business Unit, and Friedkin Group). Performance contributed to the “2022 Houston’s Top Workplaces” recognition for Gulf States Toyota

• Introduced product lifecycle planning as a key deliverable in the Product Development process

• Responsible for weekly report-out to C-Suite leadership for key Supply Chain deliverables Gulf States Toyota, Sr. Manager, Parts Operations, (April 2017 – November 2020) Responsible for strategy development and execution related to promoting dealer parts inventory health and achieving wholesale parts/collision targets. Key role in developing GST policies and procedures that support these strategies and serve as a primary liaison for the Customer and Fixed Operations team on special projects with the Supply Chain. In addition, developed tools and conducted training to assist dealers and actively engaged in contacts to assist dealers in building a better business and customer relationships.

• Achieved record Dealer Wholesale sales performance, with 3 consecutive years of $30M+ in Sales over 2013 baseline

• Developed and launched data-driven approach in identifying key strategic wholesale parts sales growth initiatives

• Led the merging of key team members, expanding their responsibilities to include wholesale, collision, and parts health

• Responsible for expanding dealers and program requirements to the Toyota Certified Collision Center program

• Voice of the After-Sales customer liaison between 158 dealership and GST corporate Landré Y. Eagleton Page 2

Gulf States Toyota, Field Parts Advisory Manager, (January 2015 – April 2017) Responsible for identifying and implementing best practices to support dealers’ parts departments by optimizing inventory levels to improve Off-the-Shelf fill rates, reduce obsolescence and frozen capital. Responsible for managing Field Aftermarket Parts Managers.

• Achieved a $1.7M Reduction (11.7%) in network idle inventory for Parts Health dealers

• Achieved $2.6M increase (16.8%) of working/productive network inventory for Parts Health dealers

• Developed and implemented GST’s Dealer Parts Health Initiative resulting in 5-fold increase in field engagements.

• Developed and implemented new Fixed Operations training for dealer Fixed Operations management/professionals Friedkin/Open Road Rental Car, Business Unit City Manager, (January 2013 – December 2014) Directed and Full P&L accountability for Business Unit (BU) that included 14 Dealership and Retail Store locations. BU consisted of $25M in assets, $38M in annual sales. Responsibility included all aspects of the business unit including hiring, coaching and counseling of d irect- report employees that included Fleet/Remarketing Manager, Operations Manager, Corporate Account Managers, Business Support Operations Supervisor, and City Fleet Coordinator.

• Achieved single-month record operating profit (March 2014)

• Developed and launched Sales Management strategies and Business Development initiatives, resulting in Corporate Account Sales record with 45% increase in Top Line Sales

• Developed and implemented remarketing pricing accountability measures to better establish wholesale pricing based on Auction Values, Retail Values, Historical Time/Mileage pricing performance

• Year-over-Year growth in 3 of 4 customer segments (Leisure, Corporate, and Insurance-Replacements) first year MITSUBISHI CATERPILLAR FORKLIFT AMERICA (MCFA) HOUSTON, TEXAS 2007 – 2012 MCFA, General Manager, Mitsubishi Forklift Trucks of Houston, (Aug 2009 – Sep 2012) Directed and Full Business Unit P&L accountability for all aspects of Industrial Equipment dealership. Business Unit responsibilities included, but not limited to, hiring, coaching and counseling of direct-report employees that included Equipment Rental Manager, New

& Used Equipment Sales Manager, Parts and Service Manager, Operations/Marketing Manager, Product Support, and Territory Managers.

• Increased total annual sales from $5.8M in 2009 to $11.5 by implementing an aggressive focus on ancillary product and service sales

• Developed new asset financial modeling for Long-Term, Lease, and Short-Term Rental assets used to eliminate unacceptable historical asset over-valuation exposure.

• Established cash-preservation initiatives ultimately eliminating multi-year cash-infusion requirements driven by historical poor process/cash-preservation strategies

• Awarded consecutive “Dealer of the Year” Designation in 2010 and 2011 (first-time achievement for the dealership)

• Recognized as the #1 Mitsubishi Forklift Trucks dealer in North America in my first full year of assuming leadership

• Achieved over 200% improvement/increase in Market Share within 2 1/2 years of assuming dealership responsibility

• Grew the dealerships service operations by over 300% -- expanding operation DURING the recession MCFA, Manager Dealer Operations/Performance Improvement Responsible for developing and implementing strategic initiatives designed to achieve aggressive market share growth and working with the channel partners/dealers to improve operational performance through in-dealership financial and operational assessment (i.e. New/Used equipment, Parts, Service, and Rental Activities) and subsequent consultative engagement.

• Led working team to improve product lead time by identifying Supply Pipeline inefficiencies negatively affecting customer expectations for Order to Delivery lead times.

• Responsible for conducting dealer performance (Operational and Financial) Benchmarking studies that identified performance gaps based on peer-group comparisons and industry trends/performance.

• Developed, championed, and implemented a channel partner performance ranking system (based on market share, product purchases, and customer satisfaction) used for improvement assessment, recognition as a National Dealer of the Year, and performance-based allocation of corporate market attack funds FORD MOTOR COMPANY MICHIGAN/MASSACHUSETTS/NEW JERSEY 1993 - 2007 Ford Customer Service Division, District Manager, Mt. Laurel, NJ Managed a sales force of 4 zone managers and 2 field service engineers, generating revenue in excess of $48M per year. Accountable for the performance of 52 dealerships and implementing all corporate-level growth initiatives. Responsible for developing and implementing district-level action plans to accomplish division’s objectives and targets.

• Exceeded district parts sale's objective of $49.7M ($22.1M profit) by 12% growth (AFTER YOY price increase adjustments)

• Nationally recognized Top 10 ranking (6 out of 12 months), ranked #4 Nationally out of 69 Districts in the US (YTD 2006) Landré Y. Eagleton Page 3

Ford Customer Service Division, Product and Marketing Manager (N.A.), Dearborn, MI Product Management: Full P&L accountability for Customer Service Division’s $500 Million Steering, Suspension, Fuel, and Ride Control product lines. Led product team through New Product Development (NPD) process, created Customer-defined Critical to Quality (CTQ) Functional Requirements Documents (FRD), established pricing and forecast levels, Field Team Launch campaign, and implemented new product rollouts. Responsible for developing and managing supplier relationships for launch of new product offerings along with the supply-side coordination with Manufacturer, Logistics, Dealers, Ford Authorized Distributors, and Parts Distribution Centers (PDC’s). Accountable to provide early indication of high incident parts failures for review and coordination with the Safety Office and Office of General Counsel for any applicable Customer Notification Programs (i.e., Service Bulletins, Safety Campaigns, and Notifications) Product Marketing: Responsible for Identifying customer needs and market requirements, competitor and industry trends to develop product line strategies. Identified product features, benefits, and best in industry attributes which were incorporated into new instructor lead training throughout the Wholesale and Retail distribution channels.

• Launched new products utilizing a new channel sales approach that became a benchmark for future new product launches

• Achieved 9 consecutive all-time monthly sales records

• Achieved Top 3 all-time best any-month performances

• Delivered 10.4% increased sales unit volumes, and 38.3% increased ROI (variable profit)

• Leveraged working relationships with tier 1 and tier 2 suppliers to achieve aggressive materials 12% cost reductions Ford Customer Service Division, Consumer-driven Six Sigma Black Belt - Dearborn, MI Working with executive leadership, selected and prioritized projects to ensure work was aligned with strategic goals. Responsibilities included developing project plans and training/guiding team members.

• Achieved $7 million in annual savings by identifying, and implementing organizational restructuring of the North American Cus tomer Relationship Center (Toronto, CAN)

• Achieved $26-$31 million in annual warranty/policy cost savings by identifying and implementing actions to reduce costs WHILE improving customer’s satisfaction/loyalty

• Mentored, coached, and trained Over 100 Green Belts to assist in divisional integration targets

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