JOHN K. ROTHENBERGER

**** ******** ***** • Aurora, Illinois 60502

630-***-**** (h) • 630-***-****(c) • ypdsuj@r.postjobfree.com

http://www.linkedin.com/pub/john-rothenberger/a/212/837

SENIOR-LEVEL MANAGEMENT EXECUTIVE

Specialize in raising the bar, creating strategy, managing risk, and improving the quality and caliber of operations.

PROFESSIONAL PROFILE

Enthusiastic, profit-driven senior executive offering impeccable record of success in delivering customer-focused leadership, strategic planning, and sustainable results in operating efficiency and improved profit performance. Strong executive leader possessing a cross-functional management background.

EXECUTIVE PROFICIENCIES

• Business Unit Management

• Turnaround Management

• Strategic Market Development and Planning

• Operations and Sales Process Reengineering

• Customer Relations Management

• Solution Selling to C-Level Executives

• Revenue Growth and P&L Responsibility

• Financial Management and Control

• Competitor Intelligence and Benchmarking

• Consumer and Market Segmentation

• Creative Problem Solving

• Continuous Process Improvement

• Market Analysis and Research

• Matrix Management and Team Leadership

• Assess Growth Opportunities

• Marketing Program Development

• Coaching and Mentoring

• Budget Development and Forecasting

PROFESSIONAL EXPERIENCE

Vice President – Client Product and Services, SERVIO RETAIL GROUP, Aurora, IL, 2004 to Present

Manage, direct, and deliver multiple, concurrent projects for Fortune 500 consumer packaged goods and petroleum companies such as Coca Cola, Pepsi, Kroger, RJ Reynolds, Shell, Hess, and British Petroleum.

• Deploys exceptional consulting skills to identify client needs, design, develop, and sell solution-based $100K+ marketing, operational, strategy, and consumer and customer account research projects to C-level executives resulting in improved operational efficiency, reduced costs, increased market share, better service, measurable performance improvement, and enhanced profitability.

• Developed and implemented a strategic account analysis process helping RJ Reynolds and Coca Cola reduce management resource costs of servicing their top 300 convenience retail accounts by 10%.

• Guided Dr. Pepper Snapple Group towards a 20% targeted increase in sales penetration of 8 secondary product brands at convenience retail chains in the Tampa DMA through consumer brand segmentation and consumer purchase propensity indexing modeling methodologies. Developed a tool kit for account managers to facilitate the sales process with their accounts.

• Empowered British Petroleum and Shell to objectively identify and target by market new wholesale Jobber accounts for branded motor fuel growth through the development of a proprietary model that power ranks companies based on analysis of 19 key metrics and business characteristics.

• Instrumental in Fleetcor Technologies acquisition of British Petroleum’s 500 million gallon fleet credit card business by providing research, strategy development, and operational transition support to both companies.

• Formulated long-term U.S. Jobber marketing strategies for British Petroleum and Shell by providing competitive intelligence, targeted customer prevalence and preference research, wholesale and retail fuel pricing and margin analysis, and critiques and recommendations for their current marketing strategy efforts.

Director, Brand Sales, Licensing, and Operations, CLARK RETAIL ENTERPRISES, Oak Brook, IL, 1998 to 2003

Managed and led a core team of 12 professionals in the sale of branded wholesale motor fuel and licensing programs at a $2 billion independent motor fuel and 1100 convenience retailer in Midwestern U.S.

JOHN K. ROTHENBERGER Page 2

630-***-**** (h) • 630-***-****(c) • ypdsuj@r.postjobfree.com

Director, Brand Sales, Licensing, and Operations, continued

• Effectively managed the P&L’s of a $200MM per year branded motor fuel sales and $550MM per year credit card marketing operations business unit.

• Led a team of business development and key account managers in the sale of $200 million motor fuel products with sales and profit contribution improving by 50% over 4 year period by improving pricing processes, adding new accounts, upgrading and implementing marketing programs, actively monitoring customer contract compliance, and reducing operating expenses.

• Developed and implemented a hypermarket motor fuels operations model for BI-LO and Minyards retail grocery chains which included site selection, store design, management of construction, fuel procurement and sale, and training yielding over $1.0 million in operating income per year.

• Realized over $2 million in additional company-wide payment methods cost savings through fraud prevention, store training, re-negotiation of credit card processing contracts, and improved accounting procedures.

• Contributed $1.5 million operating profit through the creation of a Brand Licensing Program as part of Clark’s corporate bankruptcy proceedings. Negotiated contracts and successfully transitioned Jobbers with over 300 stores to the new agreement.

• Stabilized sales of a declining Fleet credit card business unit with 30 million gallons per year of fuel sales, $2.1million operating profit per year, and 7,000 accounts by developing and implementing a comprehensive strategy that established a telemarketing call center for new account acquisition and retention, improved marketing programs and literature, reduced expenses, and 3rd party outsourcing.

General Manager - Rainbo Oil, AMOCO CORPORATION, Salt Lake City, UT, 1993 to 1997

Led and managed an $80 million per year wholly-owned independent retail sales business unit with 40 convenience stores employing over 350 employees. Operations were used as an entrepreneurial proving ground for executives to manage as an independent business owner. 10 direct reports including HR, Accounting, Construction and Maintenance, Sales and Operations, Marketing and Category Management, and New Concepts.

• Improved business unit profitability by 80% in the first 12 months and return on capital from 9% to 15.6% by improving motor fuel and CPG sales by 10 and 20 percent respectively, making disciplined retail motor fuel pricing decisions, reducing shrink and cash shortages, refining manpower scheduling, and developing innovative marketing and advertising campaigns.

• Streamlined store portfolio by opening 10 new stores and closing 6 underperforming units. Negotiated the sale of 3 properties for alternative use.

• Led the efforts to introduce the Amoco motor fuel brand to the Western region by first converting the Rainbo convenience chain and its employees to the Amoco retail brand organization. Entailed changing entrepreneurial operating format to a conventional oil brand model. Led a team of internal and external consultants and contractors to implement store and employee conversion on time and under budget with minimal impact to the consumer.

Regional Sales Manager, AMOCO CORPORATION, Chicago, IL, 1991 to 1993

Excelled at providing leadership to 6 Account Managers by providing resources, training and career development in the highly competitive $450MM, 250 account Chicago market.

• Increased operating profit by 50% and motor fuel sales volume by 20% over 3 year period by upgrading dealer recruitment practices, closing and selling underperforming locations, opening new stores, and instilling a disciplined approach to account management and resource allocation.

• Generated $25 million of new jobber business by identifying new accounts and negotiating brand contracts.

• Achieved top overall corporate sales team 2 years running.

EDUCATION

MBA in Business Management and Marketing, Georgia State University, Atlanta, Georgia

Bachelor of Business Administration in Business Management, University of Georgia, Athens, Georgia

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