Distributor Sales, B2B business to businessDirected and managed the inside sales staff on a daily basis. Liaison between purchasing, warehouse, AP, AR, contract set up. Spearheaded the improvements and the extensive AR and contract clean up on the FP&L account along with contract management improvement helped directly lead us to an increase in contract awards from 3 million to over 60 million in 2.5 years. Spearheaded the branches EBITDA improvementsResponsible for SOX compliance, training and audits for sales department Handled all Freight discrepancies, rebate discrepancies, etcManaged all system cost for contract customer as well as frequently purchased materialManaged all customer pricing updates in the system and with the customerSpearheaded improved lead times from vendorsWorked on several corporate teams and projects as the Sales Expert in the system. • AR EDI Resolution for FP&L SOP• AP Rebate SOP Team• AP New process for auto posting and training for employee• Master Data Management Project Team 2015 Awards: Fist Choice Award 2014 Making The Difference Award 2015

Operational responsibility for the Florida with $26M in annual sales. Responsibilities included P&L oversight, Safety, Fleet, Inventory and Talent management Directly managed sales and distribution warehouse on-site at the customer (OUC) main distribution facility in an “Alliance”, or partnership with OUC, as well as servicing the Utilities for the entire state of Florida from this location. Reported directly to utility customer, as well as other customers serviced from this branch. Responsible for vendor relationships, pricing, and supply chain for more than 15,000 sku’s. Direct reports included inside sales representatives, warehouse staff, and outside sales representatives. Took over branch management at time when company was in danger of losing their operations contract. Improved the branch from one of the lowest performing branches out of 129 nationally to consistently being in the top five during my employment. Directly responsible for inventory management, sales, margin, supply cost, freight, order fulfillment, on-site customer service and relations, IT, vendor management, AR/AP discrepancy resolution, P&L, Cost, Budgeting, etc• Directly responsible for +$26,000,000 annual sales• Branch posted 18% annual profit EBITDA 2007• Increased annual sales more than 20% annually• Managed average Days-Sales-Outstanding (DSO) to 14.2 days• Increased inventory accuracy, order cycle time, on-time delivery• Manage Branch budget and monthly P&L• Develop and implement corrective action plans• Resolve daily issues with customer• Liaise with Supplier• Customer Site Visit’s, Outside Sales Calls• Outside Sales liaison with the customer• Managed the Safety Glove, Meter and Transformer contracts• Significantly increased sales by spec approvals on new items and managing transmission BOM’s • Expertise in Shrink Control * B2B Business to Business

Directly managed inside sales representatives, CSR’S and billing clerks.Motivated dispatch, equipment department and a team of 7 outside sales people. Direct daily management of an estimated 16 transport loads and 50 bobtail orders with access to 4 transports, 5 tank wagons and 2 carrier loads.Offered excellent customer service and value add servicesPurchased daily fuel contracts • Spearheaded fuel division’s return to profitability in just 2 months• Increased profits first month by $20K and second month $40K• Decreased expenses extensively in the fuel equipment department by reconciling customer accounts, tracked all tanks and loaded equipment to achieve maximum utilization of our assets• Decreased payroll by contributing to analyzing ISR and OSR evaluation.• Worked with upper management and software company to revise existing reports to meet fuel manager’s success in maximizing margins.• Implemented new wireless tank monitoring system and justification paperwork to approve such• Worked directly with outside sales in developing customer leads, track customer ordering trends• Negotiated & Purchased the daily fuel contracts* Worked with Dispatch in improving contracts pulls for customers* Increased tanks & monitoring sales and services offering excellent service

Directly managed inside sales representatives, CSR’S and billing clerks. Motivated dispatch , equipment dept. and a team of 7 outside sales people. Direct daily management of an estimated 30 transport loads and 30 bobtail orders, with accessibility to 5 transports, 5 tank wagons. Estimated 3,940,160 gallons per year• Increased fuel division’s profitability from 2002 to 2003 by $1,000,000.00• Upgraded tank monitoring system from existing archaic system• Increased transport loads from 12 to 30 per day.. Increased tank wagon orders from 17 to 30 or more per day• Significantly increased margins on new and existing customers• Primarily handled all shutdowns and weekly fuel runs• Purchased daily fuel contracts * Gave 24 hour a day service