Andrew Giorgi Email and Phone Number

WELCOME TO MIDWEST CITY AUTO - A Real Veteran, Family Owned and Operated Automotive Service Shop. We believe in Service above Self and it reflects in our staff, where we serve the customer. REAL Quality, REAL Value, REAL PeopleMidwest City Auto

www.fermyon.com

District Manager responsible for assigned territory in Western Oklahoma, to include all businesses with a range of 10-999 employees. Consultative sales & marketing approach with Chief Executive Officer/President to determine strategic corporate initiatives and tactical resource utilization through in-depth analysis of current employment-related expenses and employee management processes. Assessment identifies revenue inefficiency, systems duplication and/or deficiency in government related compliance. Solution proposal through utilization of ADP technology (SASS), Business Process outsourcing, Human Resource executive team support/outsource and/or shared-liability. Solutions delivered in eight areas: Recruitment & Selection, Payroll & Tax Administration, Benefit Programs & 401(k), Training & Development, Risk Management & Safety, Regulatory Compliance and Terminations.

Orthopaedic distributor for Western Oklahoma, to include all orthopaedic surgeons and facilities conducting orthopaedic procedures. Responsible for creating, developing and managing six-person sales force/office administrative personnel for Western Oklahoma, creating annual business plans and forecasts, managing P&L, maintaining and tracking over $100 million in medical equipment, instrumentation and orthopaedic implants, while simultaneously providing service to over 180 orthopaedic surgeons during surgical procedures.•Exceeded revenue objectives through sales growth in 2011 (128%), 2010 (165%) and 2009 (190%).•Located, established and developed Oklahoma City business office responsible for use as customer facing environment, to include product warehouse, customer showroom and daily business operations. •Developed trackable local media advertising program (television, print, billboard, and web) in 2010 focused on creating brand awareness amongst consumers and physicians providing resulting in 165-percent growth. •Coordinated and executed six-station cadaver lab in May 2009, training 38 orthopaedic surgeons over three-day period. •Exceeded 2008 corporate projections by over 20-percent, by maintaining over $1.5 million in customer business, originally expected to be lost in transition of distributorship.•Selected by President of Sales to transition Oklahoma territory from previously released independent distributorship into corporate district.

Sales/Service Representative to six medical centers, to include a Level One Trauma center and seventh largest joint reconstruction account in nation.Responsible for development and growth of accounts, providing 24-hour service to orthopaedic surgeon during surgical procedures, maintenance of $3 million in medical equipment and implants.•Sales history - 2007 “Quota Buster” (125% reconstructive growth and 130% trauma growth, 2006 “Quota Buster” (121% Reconstructive growth).•Recognized by Vice-President of Sales for being amongst top 5th percentile of sales representatives and 7th highest percentage growth amongst all U.S. sales representatives (over 750). •Developed local media advertising program (television, print, billboard, and web) focused on creating brand awareness amongst consumers, providing patient education, and diversion of patients towards current surgeon users. •Successfully negotiated reconstruction contract at Covenant Medical Center and Covenant Lakeside Hospital, an unsuccessful event for previous seven incumbents since 1993.•Coordinated and executed six-station cadaver lab in conjunction with Covenant Hospital which resulted in hands-on training of 22 orthopaedic surgeons over three-day period and overall $1 million in combined organic growth and new business for 2006.•Presentation and assessment to senior vice-president of sales resulted in recommendation and training of two orthopaedic surgeons to represent Smith & Nephew as two of 12 initial FDA approved surgeons to perform Birmingham Hip Resurfacing hip replacement surgery. •Developed logistics and quality control tracking system that provided 100-percent on-time availability of emergency medical implants. Implemented 24-hour emergency on-site operations team to immediately assess customer issues and deliver immediate service.

Lead 20-person team planning and directing operations and training for 2,000-person artillery brigade. Responsible for $4 million budget and training resource management. Lead 10-person team planning operations and training for 430-person artillery battalion, including management of land, ranges, and training resources.•Led movement of 148-person team and $20 million in equipment through northern sector of Baghdad without loss of personnel/equipment; awarded Bronze Star Medal for “Outstanding” performance. •Planned and coordinated successful disarmament of pro-Iranian insurgent force armed with over 10,000 pieces of military equipment and over 1 million short-tons of ammunition during IRAQI FREEDOM.•Successfully planned and executed improved training of 430 soldiers that contributed to mission success during Operation IRAQI FREEDOM. •Led team that deployed/redeployed 3,400 soldiers to and from Operations ENDURING/IRAQI FREEDOM. •Developed and coordinated improved logistics and force protection plan during Operation IRAQI FREEDOM that provided logistics support to 1,000-person task force managing ammunition collection in Northern Iraq.•Planned and executed successful deployment of 1,500-person artillery brigade and $30 million in equipment to Joint Air-Ground Center for Excellence in White Sands Missile Range, New Mexico. •Led operations section rated “Commendable” during Command inspection.

Second in command of 95-person artillery battery. Led 20-person team maintaining 35 vehicles and property valued in excess of $35 million. Managed $350,000 budget.•Led improved maintenance program that eliminated 2-year backlog; increased efficiency 100%.•Planned and executed operations and logistics that resulted in battery deploying 2 weeks ahead of 14 other units in brigade in support of Operation ENDURING FREEDOM.•Developed improved training program, resulting in main and alternate operations centers recognized as “Distinguished Section” during battalion Sections of Excellence Competition with “Highest” scores of 97%. •Planned and executed 24-hour-a-day 7-day-a-week force protection for 2 main gates on post within 24 hours after September 11th terrorist attack that contributed to 100% increase in post security.•Rated by battalion commander as 1 of “Top” 2 lieutenants out of 17 and “Best” operations officer.

Led 42-person multinational team in Korea providing artillery support for 24,000-person Infantry Division, employing 26 vehicles and equipment worth $1 million. Led 5-person team planning, coordinating, and executing operations integrating 60 Korean nationals and American forces. Led 10-person team in Korea planning and directing fire support, including artillery, mortar, attack helicopter, close air support, and Naval gunfire supporting 120-person infantry company. Responsible for employing and maintaining vehicles and equipment worth $950,000.•Developed new training program, resulting in “Top” 3 scores of 120 in battalion during Steel Gunner’s Test. •Planned and executed improved maintenance program; resulted in 96% readiness, 6% above standard.•Developed and implemented improved recall program that decreased response time 100%. •Executed improved training program; recognized by Division Artillery Commander as “Best” of 36.•Selected by battalion commander to lead repair and service program; increased equipment readiness 21%. •Attended 6 months Field Artillery Officer Basic Course (Honor Graduate), Ranger School, Airborne School and Air Assault School.