Provide Residential and Commercial Inspections for buyers and sellers of real estate. Provide Rental Weatherization Inspections as well as Radon Test Inspections.

Manage 13 sales departments of 76 associates, including forecasting sales trends, analyzing inventory needs, budget preparation and attainment for commercial, special order, and installed sales.

Manage all operational and administrative functions including budget preparation and attainment, forecasting sales trends, sales management, analyzing inventory turnover, accounts receivable/credit management, shipping and receiving, and material purchasing.Received Management of Excellence Award for “Turnaround Center” results in 2004 by increasing sales by 25.9%, improving margins to 21%, increasing return on working capital by 24.1% and increasing profits by $576,000.Directed outside and inside sales staff in account management and customer growth, attaining sales increases ranging from 2% to 35% annually.Accomplished annual inventory turns between 10 and 12 by using a “Just In Time” inventory philosophy; ensuring center performance was in the top 10% of 155 centers.Decreased payroll to sales by 20% and decreased overtime by 1528 hours.Improved safety awareness, reducing recordable injuries to one in 3-1/2 years with no lost time.Wickes Lumber

Operational responsibilities included staffing, inventory management, quality, safety, delivery, sales and cash collections.Improved the receiving process of in-bound freight by coordinating a process improvement team, identifying overlapping requirements and streamlined the receiving practices, eliminating duplication of duties.Decreased delivery cycle times by 3% by working directly with receiving and loading personnel eliminating unnecessary steps in the process and improving overall customer service.Developed and implemented a district wide inventory reporting system allowing on-demand product reporting by categories.Reduced accounts receivable total days outstanding from 46 to 39, improving overall cash flow.

Supervised an 18 person accounting department focused on budget adherence and purchase agreement expenditures. Controlled expenditures of blanket purchase agreements with local vendors and base agencies.Led a “Total Quality Management” process team through a departmental restructure taking the department from a 32 person staff down to 18 people, saving $560,000 in salaries and wages and increasing overall productivity by combining similar job functions.Disbursed an average of $1 million daily, improved overall accuracy rate and exceeded the 98% Air Force standard.Identified 3 fraud cases while auditing 15% of 68,000 travel records, recouping $7,600 dollars.

Riyadh, Saudi ArabiaDeployed, planned and directed construction of Riyadh, Saudi Arabia, Command Post.Saved 30% in construction costs through the reuse of existing materials and negotiating with local Saudi business owners; completed project ahead of schedule.Trained more than 400 military and civilians for worldwide deployment as the Base Engineering Emergency Force.

Managed a 42 person section consisting of six trades: carpentry, electrical, painting, metal fabricators, plumbing, and refrigeration.Implemented and monitored a preventative maintenance program for 431 industrial facilities using a computer based maintenance system.Developed a quality-training program maintaining 100% productivity despite a 35% reduction in manpower.

Performed planning functions including site visits and cost estimates for more than 300 maintenance and construction projects, valued in excess of $20 million.Redeveloped a120,000 square foot warehouse, into a “Self-Help” building materials distribution facility in less than 4 months to serve all base organizations; received recognition as “Best in United States Air Force in Europe”.

Managed crews, work schedules and budget for the construction and maintenance of 250 facilities.