Manager Sales

SUMMARY

Manager, Administrator and Analyst with more than 15 years experience in procurement, staffing, delegation of responsibilities, training, monitoring production, quality control and office operations in US and European firms, US government agencies, and as an industrial management consultant. Establish business opportunities and advise European and US firms as a management consultant.

Business and Professional Experience

Bureau of the Census, Regional Technician Grade Level: GG-12/1 October, 2008 – October, 2010.

Organize and carry out administrative functions in four local census offices in Manhattan as follows:

• Monitor daily production reports of enumerators, crew leaders, field operations supervisors, and assistant managers of field operations. Discuss my findings with the assistant manager of field operations and the field operation supervisors to focus on needed corrective measures.

• Supervise testing of approximately 14,000 applicants for enumerator positions.

• Train Local Office Managers in conjunction with Area Manager.

• Observe training of approximately 4,500 enumerators and report observations to the Area Manager.

• Participate in interviewing candidates for Local Office Managers, Assistant Managers for Administration, Field Operation Managers, IT Technology, and Quality Control.

• Participated in developing a tract action plan for multi-ethnic neighborhoods to determine ethnic language speakers needed as enumerators. Enumerators selected from the tract had to be part of the community and have the needed language skills.

• Served as interim Local Office Manager supervising approximately 1,000 workers in the departments of field operations, recruiting, administration, and Information Technology. Also served as interim Quality Control Manager.

• Participate in editing manuals via teleconferencing with headquarters in Suitland, MD.

• Received performance award from the Field Division of the US Bureau of the Census.

Management Consultant, Adlung & Associates, Inc., January, 2002 – August, 2008

Advise several European and American firms as a consultant for Adlung & Associates, Inc. Clients include:

Samall Properties, Inc.

Evaluate leasing and property management contract for real estate holding company.

Calculate CAM (Common Area Management charges) for tenants based on general ledger data. CPI (Consumer Price Index) and square footage.

Use Imperial Statistics for data collection from cost accounts over a time span of quarters or months with cross references to the previous year or years. The results of this analysis highlight cost and expense patterns on outlier situations that merit greater scrutiny.

Sandmuller, GmbH.

Find and evaluate suppliers of 5,000 tons per month of canola oil according to standard specification DIN V 51605.

Mabeg, GmbH

As a Management Consultant for a German architectural signage consortium, Mabeg, GmbH., I directed the effort to establish business opportunities for their computerized signage systems in the United States. My mandate from the Chairman for the first phase was:

• Analyze business plan for launching products and locating business partners in the US.

• Identify US competitors, their products and prices.

• Locate trade shows, magazines and suitable advertising outlets for a future advertising campaign in the US.

• Evaluate candidate firms for joint ventures.

• I advised the firm to consider joint ventures at a later stage of a product launch after they were more familiar with the market. My research showed that no signage systems in the US matched the product line developed by the German firm. The firm’s management asked me to launch a second phase where I represented the firm and its products at SEGD (Society for Environmental Graphic Design) trade shows in San Francisco, Washington, DC and Toronto, Canada where I talked to hundreds of participants and potential clients. The products won “Best in Show” and “most remarkable new product” shown.

• As a result of this exposure to the market and previous research, I found a suitable US partner which operates on the East and West coasts of the US.

Marketing and Business Writing

• I wrote a training manual and instructions for the English-speaking staff of a German hotel chain. I assembled the final document from notes, correspondence and other documents written in German. I translated the documents into English and used the information to write training material.

• I wrote marketing brochures for a technical writing firm – “The Business Writing Experts” -- and an inventory service “Home Inventory Business”.

Bureau of the Census, Regional Technician Grade Level: GG-12/2 June, 1999 – December, 2000

As a Regional Field Technician for Census 2000 I planned, organized and carried out administrative functions in the Regional Census Center in New York City and its field offices in New Jersey:

• Monitored incoming census data collected by field workers and processed by the local offices. I random-checked data input into the OCS2000 program and compared it with existing data to assure the accuracy of the input. In weekly meetings I reported operations progress to the Regional Director and the Assistant Director of the New York Regional Center.

• Monitored data for 4,000 recruitments. In order to monitor the administrative activities I was introduced to the PAMS-ADAMS system (Pre-Appointment Management System and Automated Decennial Administrative Management system). I also supervised training courses for hiring and training field personnel up to 40 people at a time.

• Planned and coordinated closing of 20 offices in New Jersey and New York. With my team of ten helpers, I assembled the personnel, logistics, equipment and warehousing needed to clear the office spaces under very tight deadlines. I also coordinated cars, trucks and vans along with proper licenses, permits, and other documentation for moving material from offices to warehouses. I received a Spot Award for my efforts that resulted in closing the offices ahead of schedule.

• I was entrusted with a government credit card for purchases associated with special assignments.

• As a special assignment during Census 2000 I organized an in-time ordering system and hired workers for the RCC Supply Center that supported 39 local offices. I hired and trained workers for the Center and implemented a permanent inventory and on-time supply ordering system to expedite the flow of orders from GSA warehouses and other suppliers to the final users. I received a Spot Award for optimizing the efficiency of the Center.

• I volunteered for several outreach programs for various ethnic groups to increase awareness of the benefits of Census 2000.

Adlung & Associates, Inc., Industrial Management Consultant, November, 1994 – June, 1999

• I advised the Chicago office of the architectural firm Murphy/Jahn in selecting a firm able to fabricate specialized hardware for the Sony Building at the Potsdammer Platz in Berlin, Germany. The task was to find window hardware capable of supporting a six-panel sliding window. The large and heavy window panels were required to open completely to the outside to allow an unobstructed view then close tightly as needed. I was able to find a hardware producer for aircraft hangar doors that could customize their hardware to meet the requirements of the architect’s specification. Murphy/Jahn used the firm I recommended.

General Manager, Skyline Windows, Inc. 10/1986 - 11/1994 New York, NY

I was responsible for all aspects of equipment and materials procurement, staffing, production, quality control and office operations for a window-manufacturing plant of 40 workers. Windows and doors were built to order with specialized features such as remote control devices, bullet-resistant or other special glass, or very large sizes for high-rise buildings.

• To maintain meticulous quality control, I supervised the training of highly skilled metalworkers, electricians and welders recruited through agencies and other sources.

• To monitor the quality of production in the plant I set up checking procedures at critical points in the plant’s workflow. I was able to prevent faulty products by assigning a foreman at these checkpoints to inspect the partly completed windows before further time and money was expended on products that could not pass final inspection. I also did random on-the-spot inspections to increase awareness of quality issues.

• To improve production I introduced cycle time reduction methods where I assembled hardware parts and production materials closer to production areas. I also organized work stations to be as efficient as possible under ergonomic guidelines: I arranged tools to be easy to handle for right or left handers and installed pneumatic tools that executed several operational steps.

• To monitor procurement of raw materials and supplies needed for producing windows, I implemented an inventory system that allowed my staff and I to maintain a minimum of costly inventory to keep the factory running efficiently. Later, I selected and implemented a customized software (WindowMaker) that precisely tracked costs and amounts of raw materials for each window of any size. Office personnel entered data each day so that all factory costs were constantly monitored. This data forwarded to company headquarters was used to establish customer prices and profit margins.

• My input resulted in 20 per cent higher production during the first two months of implementation. Production improved to 35 per cent four months later after employees were more familiar with the new tools and techniques.

• I was in direct contact with vendor companies and company sales representatives in Europe and the US. I negotiated contract terms with suppliers in the US and Europe for glass, window and door hardware, metal extrusions and other supplies. I negotiated with concerned parties when dock strikes, bad weather or other problems arose to delay deliveries.

• I also selected and negotiated equipment purchases for the plant. As General Manager I was directly involved in negotiations for buying production material from vendors in Europe and the United States. Contract negotiations included: Getting the best prices and payment terms, delivery of our orders on time, quality of merchandise, return policy for faulty goods, and replacement parts.

Production Manager, Haller GmbH 10/1981 - 10/1984, Koenigsbach/Stein, Germany

As Production Manager, I supervised a staff of 30 employees which included office personnel -- a bookkeeper and secretary -- comptroller, shop supervisors for primary and secondary work, machinists, and laborers.

• In a tight labor market it was my task to find the highly qualified workers, in particular for the computer-directed machines. I supervised training and education for all employees.

• The company was a subcontractor for Bosch in the automotive industry, my task was to coordinate the production of camshafts for the ABS brake system to be installed on Mercedes and BMW cars.

• Materials for parts were made of steel available from only one manufacturer. The supplier had to produce quality tests from an independent lab to fulfill the quality requirements. I further tested the consistency of the steel using the Rockwell method and used a surface testing device to detect any hidden faults.

• To modernize production in the plant I replaced mechanically-operated machines with computer-directed versions that allowed higher output and greater precision. I implemented additional procedures to meet the high quality requirements for this product. All features of each camshaft were checked against specifications by two different quality controllers. These meticulous efforts resulted in 100% acceptance of our camshafts. Bosch awarded us a special contract from their R&D department to produce parts for preproduction and testing runs of new products coming to market found in Mercedes and Porsche automobiles.

General Manager, Collection International GmbH. 10/1977 - 10/1981, Oestringen, Germany

As General Manager for Collection International GmbH., a furniture manufacturer. I supervised 63 employees including hiring, delegation of responsibilities, training on the job, monitoring their productivity and guiding the employees to achieve the company's goals. I also gave promotions and made disciplinary decisions. Additional responsibilities were:

• I controlled the daily finances using a bank draft drawing on a three-month cycle with our vendor partners in Germany and Italy. The guarantor for these transactions was our bank that required a weekly report of accounts receivable and accounts payable.

• I negotiated an agreement with our main customers to pay our invoices within a month for a 2% discount which made enough time to pay vendors within two months.

• Financial planning also required forecasting the capital needed. For example, at Christmas and Easter demand was higher which meant more capital was needed. We also needed more capital to participate in trade shows. I controlled our capital needs with my quarterly finance plan that incorporated all of these events. The finance plan was adjusted every three months with actual accumulated figures.

• To have the finance plan function without overruns I gave all five departments – Purchasing, Sales, Production and R & D, Administration and Shipping a budget for three months to department heads. They were responsible for staying in this framework and for notifying me if some extraordinary cost overruns occured.

• I monitored production carefully to so that enough products were manufactured to deliver on time. If a delay occurred I was personally involved notifying customers.

• Participation in trade shows was vital for the success of the company – more than 40% of the company’s revenue came from trade shows.

• I developed a sales strategy that fit into this environment: After our products were displayed at a furniture dealer, the sales agent would come on a weekend and introduce our product to the dealer sales force and would participate in actual sales. The result was that after such a weekend our sales figures would triple compared to a regular weekend. The next step was to invite the newly motivated sales people into the factory for a tour with breakfast and lunch. Such tours gave Collection International an edge over the competition.

• I also developed a sales strategy for customers who could not come to a trade show. We bought a large box truck, furnished it with our products and drove it to the dealers to introduce the products. These road shows attracted sales and enthusiasm like the trade shows.

• I represented the company at the world's largest furniture fair in Cologne, Germany where the company had an award-winning show booth. I also visited furniture production trade shows in Germany and Italy.

• As a business educator certified by the state government of Baden-Wurtemberg (Germany), I trained interns in sales and business administration four hours a week during their internships.

EDUCATION

Akademie fuer Betriebswirtschaft

Radolfzell, Baden-Wurtenberg Germany

Bachelor's Degree - 6/1975

Major: Economics

Hoehere Handelsschule

Karlsruhe, Baden-Wurtenberg Germany

JOB RELATED TRAINING

I have developed proficiency with Microsoft Office Suite, especially Word and Excel as well as e-mail and in-house systems used by the Bureau of the Census (BOC, FEDCA) and others.

New York State Real Estate license courses completed at Rockland Community College as well as passed the test held by the NYS Department of State Division of Licensing Services.

LANGUAGES

Native speaker of German including the following dialects: Alsace, Bavarian, Swiss, Austrian, Schwabian, Baden and Franken.

French

English

AFFILIATIONS

Pike County Chamber of Commerce, Milford PA

Rotary International, Milford-Matamoras Club Member

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