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Summary of Qualifications

       Turning around underperforming operations, building infrastructure for startups and growth, improving operational efficiencies and productivity without sacrificing quality, and positioning companies for IPO.

Key Strengths:

Startups & Turnarounds, P&L & Pricing Management, Financial Analysis & Capital Budgeting, Infrastructure Building, Business Development & Sales Growth, Continuous Process Improvement, Talent Identification & Development, Store and Plant Operations, Multisite Staff Leadership, Customer Relationship Management, inventory Management & Distribution.

Work experience


General Manager

Cabinets To Go

Privately held retailer of aggressively priced kitchen cabinets, bathroom vanities, and accessories sold in 40 U.S. retail stores.

 — Recruited by chair of Lumber Liquidators to take over operations and sales for startup company with no infrastructure or consistency among its 14 stores.

Played key role in increasing annual sales from $797,000 in 2008 to $30,000,000 in 2011.

Infrastructure: Identified and developed infrastructure necessary to support company’s rapid growth to 40 stores; created and implemented operating, sales, distribution, customer care, purchasing, and merchandising procedures.

Culture Transformation: Transformed culture from one in which each store acted independently to a collaborative group with standard processes and clear performance expectations.

Market Expansion: Identified new markets, evaluated potential store sites, and made recommendations to CEO; held full accountability for store build outs; number of employees increased from 25 to 100+.

Human Resources: Hired store managers as well as independent operators who assumed management of 30 stores; ensured compliance with operating procedures by hiring independent shoppers to evaluate store performance.

Product Lines & Inventory: Increased customer satisfaction and company sales by expanding from 5 to 14 cabinet lines; oversaw up to $15 million in inventory.

Customer Relationship Management: Established and championed core values that ensured customer confidence in company products; established call center that supported sales across the U.S.

Distribution: Improved delivery times, reduced product damage, lowered logistical costs, cut square footage of individual stores, and increased efficiency by changing distribution from store level to two central distribution centers.

Note: Prior to being asked to go full-time with Cabinets To Go, helped Cabinets To Go’s owner to launch SunHydro, the world’s first chain of privately funded fueling stations that provide hydrogen to fuel cell vehicles.


Vice President of Operations

Lumber Liquidators

Largest U.S. specialty manufacturer and retailer of hardwood flooring.

Rehired to manage daily operations, decrease departmental costs, and improve production and quality. Managed production, distribution, samples, facilities maintenance, quality, HR, and environmental compliance. Increased production knowledge by visiting facilities of exotic hardwood vendors throughout South America.

Drove quality, production, and cost improvements, positioning company for successful IPO in 2007.

Infrastructure Development: Built infrastructure necessary to effectively and cost-efficiently produce major brand lines; set clear expectations and held management and staff accountable. Hired and developed management team.

Human Resources: Proactively anticipated future staffing and leadership needs; collaborated with HR to ensure the right talent was hired and that directors and managers were well-trained in people and conflict management skills.

Strategic Analysis: Analyzed payroll and expenses and identified opportunities for improvement; determined company could produce same amount of work in two shifts as in three and motivated staff to record production numbers.

Production Management: Increased production from 16.7 million sq. ft. annually to 22.6+ million while reducing payroll more than 13%; cut total direct production cost more than $2.4 million and sq. ft. cost from $.47 to $.36.

Quality: Spearheaded the establishment of a QA department that supported process improvement across the enterprise; improved both output and product quality while reducing payroll costs.

Product Lines: Delivered $126+ million in annual sales through effective, efficient production of company’s leading product line, Bellawood.

Customer Service: Increased customer service metrics from 87% to 95% on-time delivery and fill rates from 94% to more than 99%by defining and implementing core process and product improvements.

Budget Management: Developed and managed capital budgets in excess of $2.5 million; held full accountability for attaining short- and long-term goals including profitability for all departments managed.


Director of Operations

Premiere Finishing and Coating

Third-party supplier of pre-finished hardwood flooring and wood products.

Director of Operations — Managed operations, payroll, purchasing, inventory, and human resources. Identified and addressed strengths and weaknesses; refined operations, controlled costs, increased sales, met quality control standards, and enhanced profitability.

Production Management: Increased production from 200,000 sq. ft. per month to 800,000+ within 12 months; grew staff from 20 to 70 and shifts from one to two. Adapted operations and staffing through fluctuating economic conditions.


Operations/Plant Manager

Lumber Liquidators

Hired to manage operations, distribution, payroll, $14 million inventory, and HR for 80,000 sq. ft. shipping, receiving, and warehouse facility with 100+ employees. Drove growth that led to two more additional shifts and move to 300,000 sq. ft. facility. Hired and supervised employees generating $90 million in annual sales.

Operations: Developed and implemented improved operational processes and procedures; effectively balanced competing needs of maintenance and production in 24/5 environment.

Production Management: Increased production from 150,000 sq. ft. per month to 1.1+ million sq. ft.

Leadership: Hand-picked for three-member team that developed and implemented company’s operating system.


Pricing Manager

Ted Lansing Corporation

Independent building product wholesaler supplying exterior building products and supplies to contractors.

Reviewed and managed all fixed-dollar customer pricing including list pricing for 47 branches. Made recommendations for company-wide list price changes based on analysis of new vendor pricing, existing gross margins, and other factors. Generated maximum gross profit margins based on $180 million in annual revenue.

Operating System: Improved management of pricing by assisting with implementation of new operating system, NxTrend; recommended four additional modifications.

Training: Enhanced branch managers and branch sales associates’ understanding of company pricing system by developing training tools and conducting monthly regional training seminars on pricing and inventory management.


Regional Manager

Leader in rent-to-own industry; offered furniture, appliances, computers, and electronics.

Recruited to lead operations, product ordering, and inventory control for five stores with combined annual revenue of $2.8 million. Recruited, trained, and supervised five store managers accountable for sales, budgeting, credit management, inventory control, delivery scheduling, and customer relations.Managed $400,000+ in physical inventory; conducted quarterly inventory and operations audits, communicated discrepancies to upper management, and made recommendations for increased efficiency.


Store Manager, Assistant Inventory Control Manager, Internal Auditor

Heilig-Meyers Furniture Company

Formerly the nation’s largest retailer of home furnishings and bedding.

First hiredas an Internal Auditor and promoted to Assistant Manager of Inventory Control in 1990; promoted in 1994 to turn around company’s fifth largest store with $6.4 million in accounts receivable and $360,000 in physical inventory. Hired and trained 52 staff members, decreased store delinquency from 48% to 17.9%, and generated profit in store that had lost $1.2 million previous year.




Longwood College