Denny O'Neil Email & Phone Number

Greater Minneapolis-St. Paul Area

Reporting to the President, directing the Sales function for new development senior living community cooperatives in MN, WI, IA, KS, MO. Leading the Village Cooperative organization growth, sales and operations and hiring and training of sales managers in communities in the Midwest.Real Estate Equities Development is a full service development company with roots dating back to 1972. Village Cooperative is a subsidiary of REE Development. Our success is attributable to the professionalism and long-term commitment we bring to all projects that we pursue. Real Estate Equities consistently delivers value, reliable returns, and innovative solutions to complex development issues.Our Services Include: Site Acquisition and Entitlements Project and Construction Management Financial Analysis and Capital Structuring In-house Sales and Marketing Property and Asset ManagementOver the past decade Real Estate Equities Development has developed over 40 projects comprising 2,000 units with a value of $350,000,000 in urban, suburban, and medium-sized midwestern communities. Of those projects, one-half have been redevelopment / renovation / infill projects. 12 Projects (565 units) have been rental 24 Projects (1,200 units) have been senior cooperatives 6 Projects (235 units) have been for-sale townhomes

Greater Minneapolis-St. Paul Area

A consulting firm that focuses on providing:- Leading edge sales development- Human Capital Assessments - Second Generation Mentorship- Productivity Improvement- Customer Service, Retention & Relationship Management- Customer Experience InitiativesIndustry Expertise:- Vending & Foodservice- Manufacturing- Construction- Service- Hospitality- Distribution- Family-Owned Businesses- National & Regional Account Management

Greater Minneapolis-St. Paul Area

A $10 million Landscape Design & Hardscape Construction Company that Designs and builds Landscape projects for Residential and Commercial Markets in the Twin Cities.Responsible for the overall company production including project management, production management, residential sales and customer services.GENERAL MANAGEMENTMember executive management team reporting directly to owner.Managed 10 direct reports in Production, Human Resources, Finance and IT Departments.Led strategic planning for cultural and organizational change.Changed culture of organization to one of trust, highly productive and developed infra structure to position company for continued growth.INCREASED CUSTOMER SATISFACTIONRaised customer satisfaction rating from 7 to current satisfaction rating of 9. Increased renewals and referrals by 20%.OPERATIONS COST REDUCTIONReduced production cost and improved gross margins by 6% over previous years.Developed and implemented first 3 year strategic plan.Improved the productivity of employees and the quality of their work.SALES LEADERSHIPHired, managed and coached sales staff to meet individual and company sales goals.VENDOR MANAGEMENTDeveloped preferred vendor program with supplies and sub-contractor's that reduced product and material cost by 7%.NOTE: The following two positions were held while completing a very restrictive two year non-compete agreement.

Greater Minneapolis-St. Paul Area

A $30 million start up marketing company that creates, implements and manages "value added" loyalty and retention programs for companies that work with or sell to business owners and managers.NEW BUSINESS DEVELOPMENTResponsible for identifying and penetrating new sales markets within industries that match company growth and product strategies.Identified new industry opportunities to increase market penetration for existing Augeo platform, Industries identified include franchise systems, Associations, Dealership Organizations and Banking and financial Institutions.Created CRM data base customized sales reporting to track sales force activity.SALES MANAGEMENTManage 5 company sales executives and an independent sales force of 6 sales professionals.Responsible for pricing models and contract negotiations for all new sales activities.

Greater Minneapolis-St. Paul Area

A $70 million amusement game operator that creates income opportunities to clients in the retail and grocery industries through managed vending programs.SALES MANAGEMENTPrimary responsibilities are to provide leadership and direction to four regional vice-presidents and their staff through sales management and staff productivity.OPERATIONS MANAGEMENTManagement of fourteen branch facilities nationwide insuring that all customers are serviced properly and that the productivity of 250 company operated routes are consistently inline with revenues and expenses.NEW OFFICE/WAREHOUSE OPENINGInstrumental in opening of a new 85,000 sq.ft. corporate office/warehouse complex and managed the smooth transition from previous location to the new facility.Advised and guided local and regional management in developing new corporate strategies to insure the continued growth of the company.

Greater Minneapolis-St. Paul Area

Led sales, operations, the field sales organization, purchasing and legal for a $290 million management company that designs and manages income opportunities for retail, hotel and health care customers.SALES & REVENUE GROWTHResponsible for growing revenue for all existing customers (250 companies), growing margin, and for retaining and renewing existing customers. Member of Executive Management Committee to develop strategic direction for continued growth of Weisman. NATIONAL CLIENT CONTRACTING & NEGOTIATIONNegotiated contract renewals with Kmart, Best Buy, Target, Lowes, Home Depot and additional customers that generated $98 million in annual sales and retained $3.7 million in annual management fees.CUSTOMER RETENTIONPrimary company representative for customer retention and customer operational reviews. Proactively managed relationship with numerous Fortune 500 companies and achieved a renewal rate of 95-96%.CLIENT PROFITABILITY MANAGEMENTConducted monthly internal account review meetings to evaluate company profitability on an individual customer basis. Made difficult decisions to terminate unprofitable customer relationships. Identified additional income opportunities that grew revenue 4% to 10% annually. NATIONAL OPERATIONSRestructured "New Store Opening" function, including re-staffing, which increased new store implementation process (on time and fully equipped) from a 50% to 99% success ratio.Increased revenue by 10% and gross margin by 6%

SUPPLY CHAIN MANAGEMENTManaged all customer services and suppliers involving 125-175 accounts and 3000 vendors.Successfully developed and restructured a 20-year-old distribution channel that resulted in significantly improved service to clients.REVENUE GROWTHIncreased customer and Weisman revenue by 5-20% and increased Weisman's margin by 6%.Increased revenue an average of 20% to 240% during first two years of new customer contracts.OPERATIONS MANAGEMENTDeveloped and implemented a "regional team concept" of customer management: aligned teams geographically to appear as a 'team call center' focused on specific customers. Improved performance of company, customer retention and productivity, and reduced operating expenses.CLIENT SERVICE RETENTIONTook over a troubled large school district vending program and increased school income from $600,000 to $1.3 million per year.

Established a regional structure unique to the industry that addressed issues related to rapid growth. Stabilized performance issues, improved supply chain, enhanced value of company to clients, and improved customer retention rate to 98% annually.Integrated separate Client Services Department and Purchasing Department into one organization resulting in productivity gains and reduced operating expenses.Director of Client Services

Managed $21 million dollars in sales while directing 32 managers. Negotiated contracts and provided food and beverage services to Ford Motor Company, Chrysler and General Motors. Negotiated labor agreements with the U.A.W. and Teamster unions.