Full P&L responsibility for hauling sites with combined $59,000,000 in annual revenue. Daily routes 62 Northern Virginia and 37 Capitol routes. Accountable for maintenance program, environmental performance, and safety program within both districts. Established cost control measures and monitor monthly variances.

Managed and directed the Mid-Atlantic Region start-up with eight account managers, three Inside Sales people and a four person call center for the Mid-Atlantic Region to achieve sales and profit goals within the region. Managed multiple branches within the region and adjusted sales goals and procedures as appropriate for each branch. Designed and recommended sales programs and set short and long-term sales strategies. Key Accomplishments:• Increased Region Revenues from 8.1M to 11.4M YOY• Increased Charlotte Market revenue by 24%• Increased NC Rolloff/Construction revenue 487K (34.4%) YOY• Implemented Quality Assurance Audit Program that helped retain 96% of construction revenues

Manage 43 employees and annual revenue of $8 million. Accountable for P&L, maintenance program, environmental performance and safety program within the district. Establish cost control measures and monitor variances. Manage four person sales staff, developed marketing campaigns and customer retention program.Key Accomplishments:* Championed by COO to improve overall performance for district with negative EBIT.* Successfully increased profitability by 600K in EBIT from 2012 to 2013.* Awarded Northeast Regions Best Safety Performance (2013)* Awarded Northeast Region's Most Improved Safety Award 2012 (reduced 76%).* Improved Environmental Program in 2012 and received recognition by Pennsylvania DEP.

Manage supply operations for the 104th division, 98th Division, 95th Division, Drill Sergeant School, and the 108th Headquarters element; 75 units in all. As Command Auditor, in Iraq, prepared and ensured accuracy of the Management Internal Controls Program (MICP) semi-annual reports to the United States Congress plus created all audit responses for the Command to be submitted to audit agencies (SIGIR, GAO, DODIG, AAA). Conducted audits including effectiveness and preparedness of units for deployment, investigative audits and post audit follow up to confirm appropriate corrective actions were applied.Key Accomplishments:* Selected as Command Auditor by Commanding General MNSTC-I in Iraq.* Selected as Chief, Internal Review as a Major for a Colonel position.* Recognized as Best internal Review Team by United States Army Reserve Command (2010).* Executive Officer, Second in Command for a 196 soldier Air Defense Battery, ensured maintenance and training were conducted according to Army standards. Won Combat Capabilities and Best Battery Awards while serving as XO.

Full responsibility for scheduling daily routes, vehicles and team leadership for multiple areas. Experienced with up to 91 routes, 105 vehicles and 151 employees. Continuously reviewed routes for profitability and productivity enhancements. Operational management for transfer stations receiving 500+ tons of waste per day. Implemented, developed safety programs, marketing campaigns, maintenance and environmental programs. Audited operations to identify and improve profitabilty. P&L accountability for up to $3.8 million dollars monthly revenue.Key Accomplishments:* Improved EBIT for Charlotte District from 10.2% (2005) to 27.7% (2011) by acheiving municipal price increases, removing non-profitable accounts, improving safety programs, controlling operational costs and developing a new management team.* Improved Granite Quarry's District profit margin from 7.8% (1998) to 28.4% (2005) by implementing new pricing structure, cutting operational expenses and leading the maintenance department to eradicate driver abuse.* Reduced costs of $57K per month and increased profit margin by 13% by successfully merging 2 district offices.* Negotiated residential contract extensions for additional revenue of 26K per month for the district.* Secured bids from City of Kannapolis at 180K per month and Kannapolis Yard Waste at 50K per month.* Increased residential operating margins from 1.4% to 17.6% by restructuring operations to improve productivity by 56%.* Selected by Southern Group President to be on the Waste Mangement Training Advisory Council (2006) responsible for developing training programs for Route Managers and District Managers. * Created and implemented customer focus program that resulted in service and customer feedback scores improving from bottom quartile to the top quartile.* Won 2 Waste Management Top Shop Awards (2006 and 2010) for best maintenance performance.