•Oversee all aspects of branch operations including $55M in inventory, sales, customer service, logistics, P/L, payroll, scheduling, performance evaluations, transportation, service, and maintenance – EBIDA 5% higher than industry avg.•Hire, develop, lead, and empower team members to make sound business decisions•Efficiently prioritize workloads •Manage all aspects of parts inventory and shop personnel to ensure equipment is serviced and repaired timely •Collaborate with metro and regional management teams to prepare yearly business plan forecasting revenues, expenses, fleet ROI, utilization, and overall branch growth •Maintain company standards with facility, equipment, and delivery fleet•Monitor and ensure safety and environmental compliance, including maintaining all records and documentation

• Developed and implemented wholesale sales process for counter sales teams• Designed and implemented management system for key performance indicators resulting in a $1M sales increase above goal in first month, $1.5M in second month, and $2M in third month.• Provided training on companywide rollout of distributor text messaging platform (ProKeep) • Provided sales process and customer service culture training at companywide counter sales team summit • Provided sales process and leadership training at companywide assistant branch manager summit

• Implemented first-in first-out inventory system, eliminating $600K dead inventory and improving efficiencies evidenced by $180K reduction in annual payroll expense• Introduced and implemented distributor text messaging platform (ProKeep), allowing dealers to text orders, increasing number of customers served, and reducing staffing needs • Designed and implemented pick-and-pull merchandising plan, improving efficiencies and increasing annual sales by $1M.• Implemented system to reduce special order non-stock items, further reducing dead inventory• Implemented individual performance reviews and goal-setting processes with branch employees• Increased general ledger net margins by 11%

I was a committed team member of Ultimate Electronics for over 15 years. In efforts to assist the Company with its expansion, I relocated from Utah to Arizona in 2000. I was involved in the process of grand opening several stores in that market. While in Arizona, I successfully managed six stores in two years, and was twice called upon to multi-manage two stores at once. Additionally, when there was need, I effectively acted as the Interim Regional Manager. Consequently, I became the Regional Manager in Training and was relied upon to perform multiple duties. In 2003, when given the opportunity to stay in one store (Arrowhead) for the entire year, I earned the award of Manager of the Year for the region and for the company. Subsequently, I was asked to accept a promotion to manage one of the Company’s largest revenue producing stores. It was the acceptance of this position that brought me to Tulsa. Following my arrival in Oklahoma, Ultimate underwent many changes, the most significant being its shift from a publicly held company to that of a privately held company. Shortly after becoming the General Manager of the Tulsa store, I was asked to train new General Managers for the Company. Over the course of two years, I trained seven new General Managers. The Tulsa store continued to be a top revenue producer, exceeding Company expectations.As a General Manager, I operated within a four-wall accountability system and was responsible for the overall financial performance of the store, which included expert management of the P&L, ensuring the store’s profitability. I was responsible for the warehouse, installation, delivery, operations, and all sales’ departments as well as total merchandising throughout the store. Providing exceptional, quality customer service has been and will continue to be imperative to my success as well as to the success of those I manage.

When I became the manager of Arrowhead, the store was ranked at #8 in the company. When I left the store, it was #4. Arrowhead was the first store in the Phoenix market that I was allowed to stay in for a complete year. As a result, I earned the honor of Ultimate’s Manager of the Year. I was proud of this honor because this contest is between all of the company’s managers and is based on merits from operating with consistency of systems, including customer satisfaction, inventory control, proper management of budgets, and being a profitable store. My experiences from managing multiple stores has proved invaluable. I repeatedly demonstrated that I am able to go into many different stores with a variety of circumstances, situations and people and produce positive results.

I twice acted as the Regional Manager for the Region (Phoenix, Las Vegas and Utah). The duration of each experience was two months. I preformed these duties while also managing Arrowhead. Because of the relationships I had established, the region’s store managers looked to me to provide leadership. I successfully managed the region during both instances and the markets performed well.

I was asked to dual manage Desert Ridge (DR) and Arrowhead while a replacement for DR could be found. I evaluated the store, put proper operating systems in place and trained to those systems. I assessed the staff and made necessary changes, implemented an aggressive goal setting strategy, trained to the business model of the company, etc… The store had been performing at the level of a top 20 store. In the months that I duel managed Desert Ridge and Arrowhead, both stores finished in the top 10.

The Mesa store had operational systems in place and ran well. While there, Mesa's business increased and closing percentage went up. Because Mesa was such a fine tuned store, I was able to direct my attention to other issues within the Phoenix market. I became a mentor to the new managers. I also began to analyze our market’s D-code and developed a system to improve tracking and management of D-code product, thus improving the bottom line for the market.

In March 2002, the Regional Manager asked me to dual manage the Scottsdale and Metro stores. I was asked to assess the situation at Metro, determine the needs, and create a plan to address them. This involved cleaning-up the store, fixing inventory issues, and generally put the store back on track. When I arrived the store was 38% down on plan. We went back to the basics, greeting customers, and cleaning the store. When I left Metro, the store was only 15% down on plan. I was able to bring it to a better, more accurate understanding of its capabilities. Then, in April I received another call from the Regional Manager. Instead of returning to Scottsdale, I was asked to go to Mesa.

As the General Manager of Scottsdale, I was the first manager that the Company placed in charge of the entire process of grand opening a new store. I was responsible for every detail. This included hiring and training the complete team (at the same time I was responsible for hiring part of Mesa’s team), managing all inventory delivery, merchandising the store, dealing with numerous construction issues, and managing all schedules and deadlines to ensure a successful grand opening. The process was a terrific learning experience and the result was a success.

My time and experience at Metro proved to be valuable for me and also for our company. The Door Count Spreadsheet and others I developed at Metro were later implemented with the Company’s Standard Operation Procedure (SOP).

Upon my arrival I assisted in this recently opened store while awaiting my store’s availability.

I became Orem’s acting General Manager at the height of the holiday shopping season on December 8, 1998, and was officially named the General Manager on January 18, 1999. At goal setting that year, Neal Bobrick, the Vice President of Sales, challenged me to take the store to the next level. I met this challenge. During my first year as Orem’s GM, I increased gross sales $1.2 million, gross profit 18%, and operating profit 35%. I also reduced discontinues inventory 65% and turnover 38%. My second year at Orem was successful as well. I fine-tuned the store’s operating systems. Inventory control systems were designed and successfully implemented. Gross sales increased $1 million, gross profit 10.6%, and operating profit increased 26%. I assumed the leadership of a store that had been experiencing internal struggles as well as various systems issues. I resolved those issues and improved operating systems. My goal was to make Orem a desirable place to work; this was achieved. I placed an emphasis on developing leaders and “growing-up” the store again. I attribute much of my success to Situational Leadership. While the GM at the Orem location, the store preformed very well. I gained a greater understanding of the business, which contributed to my preparation for advancement. Reaching my potential there, I wanted an opportunity that would provide additional challenges. The company’s expansion into the Phoenix market provided me with this opportunity.