Beth Keller Email and Phone Number

Manage the HVAC, Appliance, Install Services, and Order Management Teams at Ferguson Facilities Supply.1. Team Leadership and DevelopmentRegular Training: Organize training sessions for all teams to stay updated on industry trends and product knowledge.Performance Metrics: Establish clear KPIs to assess individual and team performance, promoting accountability and growth.Open Communication: Foster an environment where team members feel comfortable sharing ideas and concerns.2. Sales and Service OversightSales Strategies: Implement targeted sales strategies for HVAC and appliance products, focusing on customer needs and market demand.Customer Engagement: Encourage teams to build strong relationships with clients, offering personalized service and follow-ups.Service Excellence: Ensure the Install Services team adheres to best practices for installation, enhancing customer satisfaction.3. Order Management EfficiencyStreamlined Processes: Optimize order management processes to reduce lead times and improve accuracy.Technology Utilization: Leverage technology for tracking orders, inventory management, and communication between teams.Feedback Loops: Establish systems for gathering feedback from customers and teams to continuously improve processes.4. Collaboration and CoordinationCross-Functional Meetings: Schedule regular meetings with HVAC, Appliance, Install Services, and Order Management teams to align goals and share insights.Integrated Systems: Ensure that all teams are using compatible systems for seamless communication and data sharing.5. Performance Review and AdaptationRegular Assessments: Conduct performance reviews to evaluate team success and identify areas for improvement.Market Adaptation: Stay informed about market changes and adjust strategies accordingly to remain competitive.

Managed the Student Housing, Single Family and Downtown Rentals Corporate Office and Team. I also oversaw the MRI training and development for the residential group in Virginia and North Carolina as well as hosting training and support for new initiatives rolled out within the residential property management group.• Mixed Portfolio consisting of Commercial, Residential, Student, Conventional and Single Family Housing• 100% occupied and leased through Fall 2018• Projected revenue growth in 3rd quarter ranging from 5-12%• Streamlined operations to improve revenue, reduce vacancy and spending (120 day notice, non smoking building, open house leasing, new service team design and paperless files)• Oversaw monthly financial reporting to multiple owners reviewing prior month’s performance, financial standings, expense updates and marketing, leasing and delinquency updates.• Restructuring of online advertising/renewal campaign resulted in over 85% increase in traffic YOY, lowest cost per lead in company and over 35% reduction in turnover.• Implemented in house Service to save contract expenses to owners for an allocated payroll expense.• Due diligence as new properties are purchased and taken over by management in my Portfolio. 5 Properties brought on line since 7/2017

Oversaw daily operations on site at 600 + unit communities and/or multiple communities totaling over 1300 units. Training and development of new hires and mentor existing Managers. Operated within defined budgets. Focused on revenue generating projects as well as cost saving initiatives to increase revenue year over year in accordance with quarter budgeted figures. During my time with UDR, I have held a variety of positions at numerous communities. Here is a summary of my accomplishments with them.• Managed the first repositioning of an existing community transitioning Dominion English Hills to Legacy at Mayland over the course of 2 years through a $22 million renovation/lease up project of 576 homes and 72 buildings at rent growth average of $300.00/unit.• Managed the second repositioning of another existing community in the Richmond market transforming Dominion Gayton Crossing into Gayton Pointe Townhomes over the course of a year and a half through a $15 million renovation/lease up project of 253 townhomes at rent growth average of $400.00/unit.• Implement operational improvement processes Area wide and trained associates via conference call and/or in person mentoring on new revenue generating processes and time saving initiatives• Review and revise existing policies and procedures and new standards of performance regarding leasing, renewals and administrative functions.• Managed the sale of two multi-family sites while maintaining an average occupancy of 98% and revenue growth year over year of 8-10%• Traveled through the Boston, New York, Maryland, Northern Virginia and Washington D. C. markets analyzing property performance and structuring a training and development plan to improve revenue, occupancy and spending numbers while increasing customer satisfaction and decreasing employee turnover• Create and host district wide marketing campaigns to train associates on cutting edge sales and customer service techniques