A not-for-profit $250 million senior living continuous care organization with 14 locations.Member of Senior Leadership Team with P&L accountability. Oversee daily operations of 3,000 staff through 8 direct reports and all facilities in the US. Provide direction and oversight of health care, assisted living, housekeeping, and dining with a budget of $230 million annually.

A $2.5 billion national landscape company sold to KKR that designs, develops, enhances, and maintains commercial landscapes.P&L and Growth Responsibility for Landscape Services, Design, Build, Maintain and Enhance Properties for the Midwest Region. Operational Improvements and Business Development to improve the profitability of the RegionOversaw all landscape services, construction, and snow management for Midwest states. Set pricing strategies and trained team to grow revenue by 7% in first year. Led innovative use of technology to streamline customer-facing processes, improving retention nine points. Steered landscape maintenance on commercial properties, enhancements to properties, irrigation and water management, construction of new bids, and landscape design. Partnered with corporate functional VPs to ensure policies and procedures were flawlessly executed within region. Collaborated with VP of finance on financial goals, forecasting, budgeting, and cash flow. Met with customers, completed quality assessments on properties to meet or exceed customer expectations, conducted sales calls, and set goals and objectives for sales team and account managers to ensure business growth. Worked with vendors to improve purchasing power through better pricing.Set strategy and increased profitability of the company’s only residential landscape branch

A $2.5 billion national landscape company sold to KKR that designs, develops, enhances, and maintains commercial landscapes. Formerly Brickman Group. Supported $1 billion business including overall operations, finance, supply chain, quality, equipment deployment, and information technology through 10 direct reports and $22 million budget. Established metrics for ensuring process improvements and quality at properties. Measured customer satisfaction and evaluated equipment to determine better options for improving results.

Oversight of capital projects ($9 million annually), maintenance operations, and environmental compliance through team of 8 direct reports including plant and distribution center managers. Managed 15 production facilities and 27 distribution centers with $88 million revenue. Ensured plants and distribution centers followed SOPs to improve quality and reduce costs. Trained and coached 65 Green Belts implementing projects with total savings of $6 million.

Led worldwide call centers, including technical support, customer service, inside sales, and telemarketing. Consolidated 9 international call center operations into 4 international shared service centers, reducing annual spend by $55 million through resource and facility costs reductions. Implemented new vendor management scorecard and negotiated pricing to improve noncompliance and quality while saving $6 million annually.

Oversaw finance and accounting functions and managed $100,000,000 line of credit debt refinancing process. Implemented EVA and balanced scorecard to improve management of cash flow to maximize shareholder wealth. Created new financial reports pertaining to cash, expenditures, and P&L to highlight opportunities with business units.

Managed staff of five accountants handling monthly financial and SEC reporting. Performed complex general accounting functions, including worldwide consolidations of legal entities with various currencies, account analysis, and balance sheet reconciliations. Provided timely actual, forecast, and budget variance analysis for corporate management.

Implemented shared service center for accounting functions. Launched shared service center in The Woodlands, Texas to support all divisions. Managed transition and initial implementation of center.Applied SAP technology and Hyperion software with implementation of shared service center.

Sales Executive responsible for solving customer business needs. Retained and grew revenue with key customers: Sears (109% of sales quota) and Kmart (115% of sales quota).

Managed largest distribution center in Paragould, Arkansas. Presented carrier performance metrics and monthly cost reports to executive team. Participated in implementation of new distribution center in Leon, Mexico.

Worked in the Hydra-Matic Division on the plant floor managing and improving processes while meeting quality expectations using Statistical Process control and Total Quality Management. Managed assembly line production and processes. Helped develop new transmission version as member of joint venture in Düsseldorf, Germany. Managed pinion gear department and led team of 7 operators