Craig M. Shoemaker Email & Phone Number

Gainesville, Georgia Area

Gainesville, Georgia

Management of a full service hardware store affiliated with True Value.

Mebane, North Carolina

Direct marketing, manufacturing, and financial operations. Strategize and execute market plans for dealer, designer, direct-to-consumer sales, and contract production business, doubling the number of active accounts. Cultivate customer relationships, reversing struggling company performance in customer relations, quality, and service, strengthening market presence, sales, and profits despite shrinking and increasingly competitive market. TOP-LINE BUSINESS DEVELOPMENT: Purchased company with business partner and steered floundering Pulaski Furniture Division to independent market success, doubling sales to $6.6 million in first three years of ownership.> Built consumer market from 0% to 80% of total sales through targeted advertising, factory sales events, on-line direct sales, and building retail presence through two store locations.> Broadened market reach beyond traditional base, generating $4 million in new business.> Incited consumer interest through two product introductions, including Biltmore Estate reproduction program generating 30% of company sales. Initiated concept and negotiated licensing contract.MARGIN IMPROVEMENT : Improved profitability, surviving industry-wide dealer channel shrink through transition from dealer-designer sales model to consumer-focused.> Achieved a 6.2% increase in net income (3x industry average), from previous break-even performance.> Lowered parts expenses by rationalizing production strategy through increase of common parts across product portfolio.BUSINESS AND OPERATIONS DISCIPLINE: Gained employee trust and commitment to change. Recaptured quality reputation and restored sales staff confidence.> Drove a focus on quality, strengthening inspection process and adding new suppliers.> Slashed delivery time by 33% through more robust inventory and planning.> Optimized packing and shipping operations, reducing inventory by 75% and managing construction of new 25K sq. foot warehouse.

High Point, Nc

Led integrated business and operations change, coordinating nine direct reports in the management of 1,200 employees (1995). Defined and executed business-building mission focused on rebuilding relationships with key dealers and accounts, including JCPenney and Sears; restoring customer trust; and strengthening product, pricing, and financial management to create a sustainable business foundation. Expedited change through strategic replacement of key management personnel.TOP-LINE ENERGY: Recruited to lead turnaround, reversing declining sales and profit trends with a $5 million sales increase and return to profitability.> Drove sales to $35 million from $30 million, attracting customer interest through redesign of product collections and remerchandising of all products to meet target retail price point.> Selected and hired sales producers, replacing underperforming staff. Improved dealer relationships.MARGIN IMPROVEMENT / BUSINESS AND OPERATIONS DISCIPLINE: Rightsized and streamlined operations to align costs with revenue.> Closed three (of six) manufacturing plants and reduced staff by 43+% (1200>675).> Improved cash flow by 25% by driving a 59+% improvement in receivables control (from 82 to 60 days), and cutting inventory by 20%.

Lewisburg, Pa

> Piloted strategic culture and course change leading to $8M revenue increase (to $90 million), within one year of recruitment.> Revamped product line and aligned advertising programs, generating sales momentum. > Cut operating costs by 4%, consolidating manufacturing operations, realizing key wins in newly negotiated labor contract, and tightening inventory control.

High Point, Nc

> Delivered a $10 million sales increase ($35M<$45M) while streamlining manufacturing, improving delivery time, and lowering inventory by 15%. > Created new product program adopted by competitors and still promoted within the industry.