Fred Berger Email and Phone Number

Providing Copier companies with a General Manager/Branch Manager during transition periods.With over 40 years of experience I can help Copier companies during planned or unplanned transition times. The learning curve is very short since I have managed all aspects of a copier company. The cost is also very reasonable.Contact info:Tele/Text: 317-833-6963E-mail: Fredcberger@aol.com

Provided leadership and direction to the Ricoh Business Systems national direct division. This division encompassed $500 million in revenues, 16 Market Places, 59 sales locations and 2,400 employees. Led integration of two multi million dollar companies, Ricoh Business Systems and Lanier Corporation, into the newly formed Ricoh Business Solutions.

Led national direct division, encompassing $500+ million revenue, 16 Market Places, 59 sales locations and 2,400 employees. Accomplishments include: increasing revenue over 100% within 5 years, increasing Pre-Tax Profit from less that $2 million to over $37 million annually within 5 years, increasing the number of sales reps from 350 to over 700, reducing sales rep turnover by 38% and increasing sales rep productivity by 24%. Business Development · · Reengineered the sales and recruiting process reducing sales force turnover 38% annually while increasing productivity and reducing cost over $3.5 million annually. People Development/Training · Created and introduced the “Circle of Success” to train and focus managers on the fundamental components of employee development.

· Facilitated the acquisition and integration of 40+ acquired companies into established operations.· Responsible for planning and development, including operating leadership of accounting, finance, administration, logistics, and leasing operations throughout the U.S. and Canada. Led a team of 1000+ employees.· Launched aggressive and successful turnaround of $60 million Canadian operations, transitioning from loss to profitability in four months.

·Implemented aggressive “crisis management” strategies to reestablish banking and leasing relationships for continued business operations.·Reengineered entire organization to reduce costs and increase revenue. Reduced staffing requirements by 15%, implemented productivity and service improvement plans, increased revenue by $4 million annually in year.·Led successful turnaround and return to profitability within six months.

·Grew revenue from $5 million in 1987 to over $20 million in 1994.