Manager Sales

Robin “Bob” Harms

*** *** ****** *****

Oakes, North Dakota, 58474

Email: ********@*******.***, Home 701-***-**** Cell 701-***-****, linkedin.com/pub/robin-harms

Executive Profile

Exceptional Operational Leader with a career driving top and bottom line growth, possessing the capacity and tenacity to form and manage productive teams. Effective and detail driven business builder with ability to create and execute strategic, high-value solutions. Keen insight to solving business, distribution, and manufacturing problems. Adept at creating synergies that enable business growth through accelerated throughput, reduced product lead times, increased capacity, reduced inventory, and increased cash flow in both stable and unstable environments.

Summary of Core Competencies

Operational Excellence

Cost Reduction

Safety

Finance

Production Improvement

Loss Mitigation

Quality

Project Leadership

Finance

JIT

Testing

Training / Mentoring

Core Competencies Demonstrated

Oakes Ready Mix, Oakes, ND 2010-

General Manager

Scope; Assigned the task of combining a two new Portable Plant, 2 new companies with an additional 25 Ready Mix Trucks, 5 Concrete Pump Trucks, 15 hauling transports and recruited and hired 41 personnel to staff operations, establish a remote site, setup accounts and began the Operation in Feb of 2011. Responsible for the creating the organization structure of a new Concrete Pump Company, new Ready Mix Company and Aggregate Company. Responsible for implementing a project costing programs. Structured staff and established benefit programs, established Company polices, wrote the company hand book provided the guidance needed to create the company web site, and created the operational enhancements with accountability, improved communication and productivity. Elimination unnecessary costs while increasing sales and productivity 100%. Thus creating a streamlined, efficient, and sustainable SG&A.

Testing and Productivity: Commissioned to reverse productivity losses leading to customer complaints. Spearheaded and led quality testing initiatives changing the cultural scope of the company to one of “quality minded”. Virtually eliminated customer issues within the first 30 days. This changed the mentality of the employees and improved image and morale.

Sales and Marketing: Having stepped into position sense April of 2010 I have in 4 Months established sales in excess of $500,000. Built a staff of 3 drivers and established procedures insuring consistence in product, quality and Customer Service.

Cemstone Products, Minneapolis, MN 2004-2010

Regional Operations Manager

Scope; Recruited to reverse regional productivity and accountability issues that threatened the very existence of this company. Immediately implemented a restructuring of regional staff and established

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operational enhancements with improved accountability. Within 4 months, eliminated 25% costs while more than doubling regional productivity, creating a streamlined, efficient, and sustainable SG&A through the following initiatives;

Operational Excellence: Tasked by the Sr. Leadership team to reverse quality issues causing lost profit. Established and implemented quality metrics; communicated trained and established accountability. Within 120

days, reduced errors 50% improved satisfaction scores 47%, and saved lost profit. The improved procedures were adopted permanently.

Cost Reduction: With costs spiraling out of control, identified the need to implement efficient cost reduction strategies. Analyzed project costs, and identified measures to reduce or eliminate inefficient processes. Within 30 days and without additional expense, implemented process improvements that ultimately saved thousands within the year. These procedures were then adopted company wide.

Safety: Worker’s compensation premiums rising with no established mechanism to limit liability. Created, introduced, and led training to heighten awareness of safety practices. Immediately reduced injuries 50%, which in turn reduced worker’s compensation claims 25% within a year. These lowered claim levels were maintained an additional 6 years.

Custer Concrete, Westcliffe, CO 2003-2004

General Manager

Testing and Productivity: Commissioned to reverse productivity losses leading to customer complaints. Spearheaded and led quality testing initiatives changing the cultural scope of the company to one of “quality minded”. Virtually eliminated customer issues within the first 30 days. This changed the mentality of the employees and improved corporate image and morale.

Loss Mitigation: Challenged to recover receivables more than 1 year outstanding. Identified and negotiated financially capable customers while implementing preventative cash only accounts, and small business loans. Collected 25% over due receivables within the first 6 months. This accomplishment brought the business to cash flow positive and became a “Best Practice” going forward.

Finance Operations: Lack of accounting standards caused a weakened bidding position prohibiting forecast accuracy. Partnered with finance leadership to build in cost accounting systems to mitigate the loss. Created a streamlined cost tracking system, establishing financial controls and margin. This event highlighted the profitability of the company causing the shareholders to sell it a year later.

Lafarge Construction Materials Colorado Springs, CO 2001-2003

Concrete Plant Manager

JIT: Excess inventory of raw materials led to poor inventory turns and increased material handling costs. Committed to reduce expenses and increase inventory turns. Implemented JIT and other inventory management systems. Reduced production and material costs and increased cash flow the first year. These initiatives continued through the balance of my tenure.

Testing: Quality issues due to lack of testing mechanisms for products. Analyzed issues and implemented testing measure by site prior to shipping. Increased quality led to improved customer satisfaction scores 50% within the first few months. Sales increased with customer satisfaction and Market share followed suit at 10%.

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Cost Reduction: Ever increasing waste caused poor community image and increased costs infringing upon profitability. Engineered and managed construction of a system for the re-use of agents to clean machinery. Reduced waste and enhanced our corporate image in the community. Received a commendation from the city for our efforts.

Project Leadership: Assigned the responsibility to enclose the plant to protect it from the elements. Supervised the building of the outer structure. Completed the project within 6 months, on time and under budget while actually increasing productivity. Permanently established lower maintenance costs and increased longevity of machinery.

Seven Eleven Denver, CO 1996 - 2001

Field Consultant 1999 - 2001

Store Manager - Training Specialist 1996 - 1999

Training and Development: Recruited to improve the company’s store manager training program. Studied and identified weaknesses in current training model, recommended and implemented higher standards. Within 18 months, saw improvements in retention. Permanent improvements reduced training cost 55K annually.

Management: Poor store conditions and lack of cleanliness caused customer experience issues and lost sales opportunities. Established policies and enforced them with daily inspections. Instituted POS initiatives. Immediately increased customer traffic 5% and increased POS sales 20% as well as morale improvement. This event precipitated multiple promotions the following 4 years.

Military

U.S. Army

Carried out assignments in Combat, Reconnaissance, Logistics, and Medvac. Led successful engagements providing relief for troops

Education

National American University, Colorado, Springs, CO

Bachelor’s Degree, Applied Management 1999

Affiliations & Certifications

2007 Minnesota Department of Transportation (certified for aggregate analysis of ready-mix concrete)

2006 Mining Safety Health Association, Red Wing, MN

2001 Train The Trainer, Denver, CO

2001 Pro Act II, Producing Results with others, Denver, CO

Study of Green, Black, and Lean Belt Theories

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