Managed and directed a market center generating annual sales of $11M, holding responsibility for the growth, profitability, safety, and customer satisfaction. Grows sales revenues through internal growth and new customers, negotiates contracts, and maintains positive client relationships through a team of one hundred and six employees.• Lead continuous growth on rental sales revenue in FY 2015 currently growing this year at a rate of 5% over prior year’s results and achieving total revenue plan.• Increased market customer satisfaction scores earning Platinum Level Market Center Certification in 2010, 2011, 2012, and 2013 as one of the top ten market centers in the nation for customer satisfaction. Currently ranked #7 in customer satisfaction in the organization.• Decreased the Worker’s Compensation ratio from 11.7 to 1.9 in two years through the development of a proactive safety program leading the South Region and receiving the South Safety Leadership Award in 2009. • Maintained customer retention rate of 92.9% in FY 2014, 90.3 in FY2015, 92.9% in FY2016, and currently at 92.7% ranked 2nd in the Southeast Region.• Managed the acquisition and assimilation of Mat Professionals into the market center while maintaining a 96% retention rate for the customers through the acquisition. • One of ninety managers selected in Aramark Corporation each year to be selected for Leadership Development Program in 2010 and Advanced Leadership Development Program in 2011. • Lead an Aramark Building Community Day project locally in Decatur, Alabama providing support to Decatur Youth Services, the Boys and Girls Club, and Parents and Children Together (P.A.C.T.).• Promoted from a District Manager.

Directs all aspects of the service department for a dealership specializing in the Porsche, BMW, and Volkswagen brands. Maintains department profitability as well as manages the growth of products and services. Oversees inventory control and workplace safety functions. Ensures customer satisfaction. Supervises a team of three service advisors, nine technicians, and one warranty administrator.• Elevated the customer satisfaction index (CSI) for Porsche by 40 points in the first month, attaining a quarterly average of 94% and earning additional bonus money for the dealership from Porsche Cars of North America; improved the Volkswagen CSI by 3 points and maintained BMW’s CSI score.• Improved department efficiency by reengineering processes, which boosted productivity 5%, resulting in a 10% increase in billable hours.• Fueled a 22% increase in gross profit the second month and a 15% increase over the previous 12-month monthly average.• Designed a marketing plan that featured preferred maintenance guides, which increased customer-pay business for the Porsche and Volkswagen brands.• Established a policy and procedure handbook for the department, which was updated as needed to reflect changing company and customer needs.

Oversaw a profit center generating annual sales of $10M, holding responsibility for growth, profit, diversity, turnover, safety, and customer satisfaction. Built and led the Southwest group’s second most diverse leadership team.• Expanded the uniform rental market 14%, despite a struggling local economy and a pending military base closure.• Boosted the CSI by 4%.• Cut the defection rate from 12+% to 7% over 12 months by focusing on the level of talent in the service department and the level of service being provided by the production team.• Reduced turnover to less than 15%, a 6% improvement over the previous year.• Elevated the internal audit score by 17 points, achieving the highest score within the Southwest group.• Guided the operation to rank #2 and #3 in the 2004 and 2005 Corpus Christi Human Resources Management Association’s Best Places to Work in the Coastal Bend competitions, respectively.

Industrial Sales Manager 2002-2003Hired, trained, and supervised the uniform rental sales force, providing leadership and motivation to drive the attainment of new business goals while complying with the company’s specific policies and procedures. Maintained and strengthened relationships with several of the location’s large customers to increase market share.• Took over a struggling sales team with a weekly sales average of $60 and doubled productivity and the weekly sales average to $123 within nine months.• Streamlined the internal processes of the catalog sales department, which made it easier for the service department to sell catalog merchandise to existing customers.• Was recognized by the regional sales director and the group vice president as one of the top sales managers in the Southwest group.Facility Services Sales Manager 2001-2002Recruited, trained, and directed facility services rental sales staff in achieving goals for new business. Managed the facility services product line, including its introduction to existing customers.• Replaced a manager whose average weekly volume was $23, which tripled sales team productivity and boosted the average weekly sales volume to $74 in six months.• Improved sales team productivity and achieved a zero turnover rate.• Increased product penetration with existing customers by introducing new products and implementing unique telesales campaigns and promotions.

Managed a service team producing over $100K in weekly sales volume. Hired, trained, and developed service department staff. Renewed customer contracts, negotiated price increases, and maintained customer relationships.• Sustained a less than 1% defection rate.• Attained the highest product penetration and product increase per route average in the Southwest group.• Developed a multi-location promotion that produced $10K+ in weekly revenue, $500K annually for the operation, and $16K+ weekly for the Southwest region.

Oversaw stockroom activities. Headed efforts to meet established goals for existing material costs. Fulfilled customer garment requests.• Cut supply expenditures by $2K+ monthly by negotiating cost reductions with vendors, assessing inventory levels, and improving processes/systems to lesson supply requirements.• Decreased material costs to service customers by 2%, which saved the company $500K annually while improving the internal level of service to the service providers meeting customer needs.• Improved stockroom productivity and systems, resulting in a reduction in labor expenses.

Captain, Battalion S-4, 13th Signal Battalion, 1st Cavalry Division, 1999: Oversaw overall logistical operations, to include supply, services, facilities, transportation, and movement. Provided property accountability for a division signal battalion with an annual budget of $2M+ and property valued at $150M+.First Lieutenant, Executive Officer, Charlie Company, 13th Signal Battalion, 1st Cavalry Division, 1998-1999: Directed the overall logistical operations of an area signal company deployed to Bosnia as part of peacekeeping forces. Deployed company equipment overseas, maintained all equipment while deployed, and ensured the return of all equipment following the year-long deployment.First Lieutenant, Battalion Assistant S-3, 13th Signal Battalion, 1st Cavalry Division, 1997-1998: Planned, coordinated, engineered, and controlled communication networks, including multiple systems.Second Lieutenant, Platoon Leader, Bravo Company, 1-8 Cavalry Regiment, 1st Cavalry Division, 1995-1997: Ensured the combat readiness, training, health, welfare, discipline, morale, and professional development of 15 enlisted soldiers; maintained four M1A2 tanks with value of $20M+.