Retail teams in Stafford and Angleton, Tx for consumer service and warranty, as well as new system sales. Building teams, exceeding customer expectations, and growing revenue are key elements of a consistency in performance expected from me and those I lead every day. To improve in serving others each and every day.

Daily Leadership of multi-trade business, with a focus on growth strategy, development of team, OKRs, KPIs across residential, industrial and commercial work areas. Using Quickbooks, Procore and EOS to manage data, validate and measure change.

Lead day to day operations for multiple locations of consumer services including Call Team, HVAC, Plumbing, Septic, Drains and Restoration services in NE Ohio. Working with OKRs and KPIs for performance improvement, also used Service Titan, and Slack. 7 direct reports across all business units, Including Budgeting, Strategic Planning, Team Performance Management, Weekly EOS with each business unit. P&L review, margin goal attainment, business unit growth in team size, revenue and profits.

Using EOS Operating System. Integrator, business strategy, management of 38 Franchisees, and the overall Franchisor for HouseDoctors/House Medic. Coaching, Team Building, Training, Marketing Strategy, Operational Efficiency and Growth, P & L review, and Use of KPIs for monitoring. Growth from $17.4M to 24.5M in two years.

Orchestrated the strategic planning, management operations overseeing 26 independent Invisible Fence(R) Brand Dealer/owners, plus 6 company owned locations, call center and our central office. Including marketing, HR, IT, sales, training, forecasting, P&Ls, for all offices and the owners’ network. Managed marketing staff and budgets up to $650K, Worked directly with 26 independent owners with established and monitored sales targets, with 92% achieving their goals, aided by aggressive growth plans or corrective action as needed. P&L monthly responsibility for core operating budget of $5.35M, plus additional company and independent locations, up to $2.2M. Additional responsibilities for Crisis Planning and Management, as well as development strategies for sales and operational including KPIs, all in collaboration with CEO. Promoted to COO in 2014 continuing all past duties and taking on the day to day needs and scope of all business functions.The business was sold, and the location closed on February 28, 2019.• Improved Customer Satisfaction by 22% in surveys and +38% improvement in online reviews.• Field/Office ticket process improvements reduced data entry time by 30%. • Health and Safety cost rise, but proactive effort decreases cost by $104k.• Established KPI Metrics for sales representatives increasing closing rates and unit sales. • Created a plan for success that improved local office growth by 92% of location meeting the goals. • New Market development call center increased profitability by 47% faster than traditional startup process. • Utilized Digital Marketing to increase Google reviews 182% in the first year.

Establishing new clients, account management, credit management, communication. Led the development and execution of sales plan via outbound business development calls, follow up calls, and preparing samples for inquiries. Responsibilities included meeting with sales staff for updates on prospecting and sales, weekly reporting to General Manager, and following manufacturer representatives for support needs.►Generated and accomplished direct mail and demand generation marketing strategy of $250k and added 16 new customers with sales of $1.9 million.►Played a prominent role in re-negotiating 4 sales contracts resulting in $640k additional profits.►Improved international team, local field engineering, on order strategy and key metrics, resulting in a 26% reduction in time from order to delivery.►Enrolled and inspired independent product representatives for key markets, yielding a 28% increase in target market sales in the year.

Purchase wastepaper, handle customer orders, schedule the paper machine, coordinated shipments to meet deadlines. Also orchestrated the safety program, training and logs.►Reorganized production reports and administered new orders, verified raw material needs, and controlled customer calls/questions on delivery by leading a team of 5 members.►Synchronized the supply chain for raw materials, to match the production needs, and enhanced cash flow and savings of 21% on raw materials.►Recognized SPC training program as part of the continuous improvement effort, resulting in 7% fewer complaints, while handling customer contact and accounts of 132 direct customers.►Accomplished safety training, train-the-trainer program, PPE, Forklifts, MSDS, and other safety needs.►Boosted production and shipping schedules to develop on time delivery from 94% to 99%.