Comprehensive enterprise responsibility, including Sales and Marketing;Asset Management;Production Output and Efficiency; Human Resources oversight,Annual Budget Development and implementation; and location profit and loss responsibility.Implemented comprehensive product margin strategy, improving standard margin by 30%.Revised production manning levels in coordination with product run requirements resulting in 15% labor cost reduction and improved on time delivery.Jointly negotiated raw material purchases in excess of $15 million annually.Led facility from multi-year break even financial performance to record operating income in under twenty-four months.

Profit and loss responsibility for multiple locations covering parts of seven state area in Southest. Reached $100 miilion revenue with employment of 100. Developed annual business plans; through reporting General Managers, directed sales and marketing; production; distribution ; asset management and financial performance analysis.

Responsible for location turnaround achieving double digit EBITDA in six month period. Restructured sales and marketing team; implemented extensive cost control measures ; increased asset utilization ; revised production standards and output ; increased distribution efficiencies. Developed annual business plan.

Total profit and loss responsibility. Produced positive ROI in declining market. Participated in Executive Strategic Planning committee projects; directed company's Activity Based Costing Analysis project; implemented ISO 9000 quality program; member of Corporate Training Committee.

Known as one of the largest privately owned Steel Service Centers within the United States with approximately 2,000 employees within 25 various locations. O'Neal Steel offers seven major multiple product lines and on-site processing. Served as Regional Vice-President with Total Profit and Loss Responsibility for the District, which included a two-state geographic area, 50+ employees, and $19 Million in annual sales. BRANCH REORGANIZATION. Consolidated Greensboro sales groups from O'Neal acquisition of Carolina Steel to maximize operational capabilities. Initiated cross training to leverage strengths of the two companies resulting in 10% increase in net margin. Combined distribution routing, consolidated inventories, and combined value added production to improve asset utilization and improve customer service.REGIONAL MANAGEMENT. As RVP led Atlanta district to 10% increase in GM% by implementing new marketing, value added, product pricing procedures. Maintained positive ROI performance during declining market demand. Achieved ISO 9000 certification to enhance entry to greater OEM customer base. CORPORATE BASED PARTICIPATION. Initiated Corporate Activity Based Costing Analysis to measure productivity and set baseline for new pricing policy, and served on Executive Management Strategic Planning Board and Chaired Company Training Committee to set various company goals, mission, objectives and direction.

Profit and loss responsibility for three branches with total of 100 employees. Through two reporting General Managers, increased revenue by 20% while reducung inventory by 15% to leverage ROI to over 20%. Member of presentation team fpr prospective equity owners.