Operations & Production Manager

OPERATIONS & PRODUCTION MANAGER

A proven leader of large teams. Leverages expertise in staffing and employee development, multi-site management,

cost control, and process improvement to drive revenue generation and profitability in growth and turnaround settings.

Offers knowledge of federal and industry regulations, particularly ISO standards, as well as Six Sigma methodologies.

- SELECT CONTRIBUTIONS -

Restructured a declining organization and returned sales to a profitable position, achieving up to 200% gains by improving performance management, sales training, service training, cost controls, and employee relations.

Increased staffing up to 150% and trained personnel on customer service and revenue-generating techniques, resulting in a 200% improvement to sales per service call and a 100% boost to client satisfaction.

Drove the district through the process of becoming a certified ISO 9001 organization; assigned as the ISO management representative and lead auditor for the state of Virginia.

Cut parts expense $250K+ per year by analyzing usage per call and usage by technician and adding those statistics as a metric for monthly, mid-year, and annual reviews; emphasized the metric in individual and group communications.

Professional Overview

SEARS HOLDINGS CORP. 1998-2011

District Technical Production Manager (2010-2011)

Headed the recruitment, training, and supervision of a skilled HVAC technician workforce, hiring 15+ professionals to increase staffing 150%.

Integrated residential HVAC service into the sales and installation operations of Sears Home Improvement.

Reduced employee turnover by more than 50% by recruiting top talent and implementing an improved reward system; leveraged local resources such as trade schools and suppliers to attract quality applicants.

District Operations Manager (2002-2010)

Directed all support operations for the Virginia district of Sears Product Repair Services including parts inventory, fleet and facilities management, safety and compliance, a customer relations call center, and seven retail parts and repair stores across the state; managed 12 direct reports and a $15M annual budget.

Member of a Six Sigma project aimed at reducing rejected warranty claims from the manufacturers of appliances and HVAC systems; saved millions of dollars each year by working with manufacturers to use barcodes to record unit numbers in order to avert claim rejection due to incorrect recording of model/serial numbers during repair.

Member of a Six Sigma project to boost the frequency of first call completed repairs; saved millions of dollars per year by training technicians to use specialty tools to perform multiple repairs without ordering replacement parts.

Consistently ranked in the top 10% in the company for P&L performance, safety and workers’ compensation expense, inventory shrink, fleet expense, and other cost areas.

Supervised a vehicle fleet with 150 to 200 service vans and a 300,000 sq. ft. multi-use facility with an outlet store, home delivery operation, and home services district office.

Coordinated maintenance and repair for HVAC, electrical, alarm, and telecommunication systems for the multi-use facility and six remote retail stores while also contracting for janitorial services for each location.

Technical Manager (1998-2002)

Directed a 35+-member team of service technicians in repairing home appliances, lawn and garden products, home electronics, and residential heating and cooling equipment.

Elevated productivity 20% by changing practices, improving service call routing, and developing an individual group reward system; designed a training program for technicians/supervisors to focus on and track performance.

Selected as a national trainer to launch a new Windows-based laptop dispatch and routing program that enhanced precision and comprehensive data input/collection while providing an add-on sales feature for service technicians; provided training to 2,000 technicians in 20 states on features, benefits, general operation, and proper use.

ROTO-ROOTER SERVICES COMPANY 1996-1998

Production Manager

Managed all plumbing and drain cleaning operations for the Cleveland, Ohio district; provided services to a commercial and residential client base generating $6M in annual revenue.

Grew district revenue 70% during tenure and boosted customer satisfaction more than 10 basis points; customer surveys indicated that 90%+ of clients would use the service again.

Partnered with commercial sales to add service contract customers to the client footprint.

Reduced employee turnover 50% via improved recruitment, supervision, and team development.

INTERNATIONAL TOTAL SERVICES 1995-1996

District Manager

Hired to expand the industrial security division of an aviation security company that provided services at airports (a function that is currently performed by the federal government).

Reorganized staff and sales force to facilitate a doubling of division business while also reducing overhead expenses and improving client retention rates.

Worked with BURNS INTERNATIONAL SECURITY SERVICES as a Field Manager and was promoted to District Operations Manager and then District Manager to manage and train field managers, sales representatives, and support staff. Made significant strides in improving margins and profitability, as well as customer satisfaction and performance efficiencies.

Education

BS, Criminology/Business Administration – INDIANA STATE UNIVERSITY

Six Sigma Green Belt & Certified ISO Lead Auditor

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