Arvee & Associates, Inc.
Arvee & Associates, Inc., an $85M recycling supply chain company.
Vice President / General Manager, 1998 to Present.
Manage company including P&L accountability to grow business to $85M annually, an 113% improvement. Direct business development, trading, supply chain, compliance, HAZMAT, legal, strategic planning, HR, operations, logistics, capital assets, accounting, taxes and investment functions. Oversee ten direct reports and 47 independent traders with 250 subcontractors. Establish strong vendor and client relationships. Earned top succession plan designation to replace owner upon retirement. Build “Green” support structure to meet new market demands.
·Established global trans-load process that improved Arvee net profits by 30%. Lack of diversified services caused decline in exports. Sourced and negotiated key end-users buyers in Russian, China, Vietnam, Bangladesh, Mexico and Canada. New clients were willing to pay to setup domestic trans-loading facilities. Increased net profits by over 30% in declining market where 50% of competitors were filing for bankruptcy.
·Diversified Arvee services into small businesses, increasing profitability 10%. Family owned companies were not included as materials source. Integrated into existing trans-loading facilities and combined material to create larger quantities to be sold. Increased Arvee net profits by 10% and client’s net profits by 60%.
·Redesigned sales and marketing tools for Arvee, by introducing high efficiency and quality standards. Researched Lean, Six Sigma and continuous improvement techniques. Integrated tactics into communications, document and process controls. Altered language of contracts and point-of-sale materials. Built cross-functional teams to implement new strategies. Increased industrial business and attracted higher-echelon corporate clients.
VP / Director of Accounts, 1996 to 1998.
Led all sales and marketing functions. Managed multi-million dollar key accounts. Developed, implemented and managed client relationships, advertising campaigns and setting of business strategies. Planned and managed $6M budget.
·Created industry-first support process that captured 100% revenue increase in 18 months. Gaining business with high profile clients was difficult. Investigated roadblocks and determined autonomous structure required potential clients to be approached individually. Developed industry first method of integrating business without having to reprove status with clients’ corporate office. Reduced time in securing new material sources from 18 months to three months per location. Earned recognition for increasing company's bottom line.
·Overhauled operations and sales, growing Arvee & Associates from $1M to $40M in revenue. Company was emerging from startup mode. Selected to turnaround lagging performance. Rebuilt operations, sales and marketing functions to gain higher efficiencies, better quality, better margins and stronger relationships. Earned more repeat business through 18 high profile global clients nationally and internationally including Cummins Engine, NCI Building Systems, Hamilton Beach and the Bangladesh Government.
Account Manager, 1994 to 1996.
Negotiated and acquired new accounts while retaining existing clients. Planned, implemented and achieved sales goals through self-developed channel improvement tactics.
·Developed profitable sub-contracting structure building process to cut Arvee clients’ overhead by 35%. Reviewed client locations’ internal operating costs. Compared with cost to do process business through Arvee or open-market competitors. Negotiated new business and immediately contracted with local vendors to provide services and assume duties. Saved client companies 35%. Redirected main-stream business to sub-contractors rather than internal resources.
Operations and Administration Manager, 1989 to 1984.
·Reduced payment collection time by 85%, and improved cash-flow significantly. Improvement of all internal operation and financial processes was needed to meet global competitive threat. Established new credit terms, payment systems and rebuilt support operation infrastructure. Coordinated with sales staff and created problem resolution standards. Collection time was reduced by 85%, and bad dept was virtually eliminated.