Manage GHX Industrial's National Accounts, Field Operations Services- Mobile Hose Testing group, and to drive growth of the company's national hose management program through the development and implementation of new teams and new regional services for our customers' benefit, nationwide. The GHX Mobile Hose Testing Service helps customers by:* Reducing Downtime* Saving money on operating and transportation costs* Providing on-site test reports

Managed two hose assembly and gasket fabrication facilities in the Gulf Coast region. Provided leadership, strategic and tactical direction, and management of sales and operations staff, with P&L performance accountability. Responsibilities included operating safe, productive, and profitable facilities and fostering a culture of teamwork. Developed communication programs to share financial status and forecasts, key performance indicators and other critical measurements. Created the first annual sales plan which included a strategic approach to markets, customers, brands and products; devised a tactical approach using projections for each key product, customer, territory, region and overall performance.•Despite economy-related loses of 11% in 2016 sales, Income Before Taxes (IBT) grew over 98%.•Identified and facilitated the development of a daily margin monitoring program that enabled an increase in overall margin on sales. Regionally, the annual margin dollar improvement, year- over-year, at Houston is an ongoing 4% and Gulfport, MS is an ongoing 6.2%.•Led the South Region in providing audit responses to support the transition from ISO 9001:2008 to a successful certification of ISO 9001:2015.•Reduced “Dead/Slow Moving Inventory” by over $118,000 within 10 months in Houston and more than $307,000 in overall regional inventory.•Identified and facilitated the development of a product label program, that enabled time savings over 50 manhours a week. •Delivered a contract and outline agreement with a major Texas petrochemical company worth over $2 million in sales.

Managed six distribution centers in the Gulf Coast Region for Piping and Equipment, Inc. (subsidiary of Fairmont Supply) providing leadership and direction for all management and staff in achieving excellence in safety, warehousing/distribution and financial performance. Implemented an “Operational Excellence Calendar” that enabled our Distribution Center Managers to stay on task for all warehouse excellence and KPI initiatives.•Ended 2014 with the highest sales and pre-tax operating income performance in a decade. •Achieved zero lost time incidents or accidents under my leadership.•First 5 months of 2015, the Gulf Coast led in profitability for all Regions/Divisions in the US.•Assessed all processes and developed an action plan for each location covering safety, personnel training and development, warehousing, and KPIs; instituted improvement projects to deliver operational excellence.

Developed and implemented marketing strategies and programs that enhanced and expanded hose and rubber product sales. Created and delivered presentations, brochures, and literature to create customer awareness. Acted as Technical Champion with all hose, fittings, and supply chain issues. Supported website development by providing detailed product content. •Sales of over $1.3 million in new hose business projects in 2013 to mining & O.E.M. customers.•Delivered annual category sales of $27- $32 million in mining, industrial and other markets.•Sold, set up and trained “crimp on site” customers worth $100,000 annually in sales.

Directed West Virginia regional financial and operational performance with sales volumes in excess of $38 million. Mentored trained and promoted personnel locally, within the region and in corporate offices. Implemented strategic projects to improve productivity and decrease costs. Developed and managed profit objectives, budgets, personnel, inventory and capital equipment. •Took over Fairmont Rubber operations with EBITDA of 1.91% in 2005 and delivered 22.27% in 2011.•Developed and implemented a regional operations (personnel) integration project, reducing two separately managed and operated business units to one, in Fairmont, WV with no layoffs. •Reduced operating costs by 16.1% and increased sales productivity by over 27%, increasing net direct income in the region by 50.2% in under 5 years. •Increased Pretax Operating Income for the region by 76.8% in 5 years.•Northern WV Region generated 14% of sales and nearly 30% of total profits in 2009.•Developed the business plan for a ParkerStore®, and led the launch in April 2010.

Managed “Center of Excellence” for hose, fittings and adapter products with sales volume exceeding $18 million, and annual production of over 268,000 hose assemblies. Collaborated across all regions to improve productivity by installing automated equipment; provide product-specific training to both internal and external customers; and, increase sales and profitability across the product category. Developed and managed profit objectives, budgets, personnel, inventory and capital equipment.•Led operations team in accomplishing the highest sales and gross margin achievements in the history of the business unit (Sales-$10.6 million in 2005 to $18.8 million in 2011, a 43.6% increase); (Gross Margin from $203,000 in 2005 to $4.2 million in 2011, a 95.2% increase in Gross Margin dollars).•Increased volume from 125,000 hose assemblies a year to over 268,000 assemblies, using the same staffing levels through process automation and outsourcing.•Increased the use of systems functionality to automate customer pricing, allowing for the redeployment of 25% of our Inside Sales team to outside sales, enabling an increase in both sales and pretax profit.•Improved operational excellence by reducing policy and procedural non-conformances by 88% in company audits from 2005 to 2010.

Alaska Supply Chain Integrators (ASCI) in Ankorage, AK was 51% owned by Fairmont Supply. Responsible for leading and conducting supply chain performance assessments for large oil and gas clients. Designed integrated supply management strategies that allowed clients to look into business processes across multiple suppliers and across disparate platforms to follow materials and components wherever they were, expanding traditional supply chain management beyond tracking materials, information, and finances as they move from supplier to manufacturer. Presented performance assessments results and proposed business improvement recommendations to client executive and line management teams. •Developed corporate marketing plans and strategies; •Created and delivered marketing presentations and presented them to all levels of potential client’s management; •Developed templates and processes to conduct client supply chain assessments; and•Conducted baseline study projects that saved one of our clients over $2,000,000 per year in processing and organizational costs.

Strategically planned and implemented our Integrated Supply (IS) program for a Fortune 100 company, responsible for overall account management and reducing their supplier base from over 1,000 suppliers to less than 100. Political liaison in Alaska for Fairmont Supply Company; Supervisor of North Slope Material Operations management team; The IS initiative saved the customer over $17MM in operating costs over the 5-year contract period; Project lead in developing a new Alaska-based company called Alaska Supply Chain Integrators, LLC which provided supply chain management services and solutions to their clients and now generates over $10MM in annual revenue.•Led the implementation of Integrated Supply (IS) for a Fortune 100 company whose spend was $240,000,000 a year, reducing their supplier base from over 1,000 suppliers to less than 100. •The IS initiative saved the customer over $17,000,000 in operating costs over the 5-year contract period; •Led projects to transition IS contract to a new Alaska-based company called Alaska Supply Chain Integrators, LLC which provided supply chain management services and solutions to their clients and now (1997) generates over $10,000,000 in annual revenue.