Andrew Friedman Email & Phone Number

Miami-Fort Lauderdale Area

Miami, Florida, United States

Leads sales for both the National and Metro divisions—a combined $100M in annual sales as well as export responsibility for Mexico and Central America ($25M). Oversees the innovation, planning, and coordination of solutions that incorporate the capabilities of mills, technicians, and specialists worldwide. Manages a combined team of 20 salespeople who provide solutions that help key accounts increase speed-to-market while reducing costs. Leverages exceptional industry relationships with leading corporations and printers, combining efficient warehousing with competitive sourcing and supply-chain management.

Miami, Florida, United States

Hand-selected by executive management to turn around the declining Gould South division—successfully achieving a 60% increase in revenue in two years. Maintained full P&L responsibility for a $33M division while managing a team of 15 people across sales, warehouse, and customer service departments. Led the hiring of a new team, changed the distribution platform added new suppliers, strengthened mill relationships and relocated to a new facility. Transformed the business from a fixed to variable cost platform, driving down risks and creating a more dynamic, flexible method of conducting business.

New York, New York, United States

Member of the Senior Management Team that regularly initiated practices to better operate the overall Gould Paper business of over $1B. Successfully introduced a new highly-profitability line of business, purchasing prime excess inventory from mills and customers, and matching interested buyers with active sellers. Led a team in the closing of a New Zealand division and negotiated a deal for another company to purchase all of the debts and assets, turning a potential $1M loss into a corporate profit. Introduced several new acquisition opportunities leading to three acquisitions, providing over $30M in revenue per year. Merged the division into Gould Paper South in 2012.

New York, New York, United States

Purchased Town Paper from the existing management team in 1999; company had declining profits, a limited supply base, and no investments in the operations. Hired an experienced and efficient 12-person team, turned the fixed price model into a variable cost model, added trucks and a supply-base, and focused on improving customer service strategies. Ultimately grew profits by 25% CAGR over the next three years until successfully negotiating the sale of the company at a premium to Gould Paper Corporation.