Aspen Athletic Clubs/Ultimate Family FitnessLed and implemented turnaround strategy, which restructured company with six locations. Planned and implemented comprehensive business assessment and analysis that indentified operational problems as well as revenue growth opprotunities while focusing on day-to-day operations,staffing and pricing issues. Managed, trained and developed staff of six direct reports and indirect staff of up to 150. Managed and administered operating budget with P & L responsibility in highly competitive and cost-sensitive business.* Led Staff restructuring effort saved $75,000 annually and implemented new compensation plan vision that resulted in increasing sales by 5%. Oklahoma locations were acquired by Gold's Gym in 2010.* Increased membership by 20% by transitioning company from multi-tiered to customer-friendly sales model*Reduced budget expense by refocusing marketing/branding from traditional to grass roots strategy.* Headed project that built new 37,000 SF facility in Sherman, TX from real estate to construction liaison,lease negotiations and staffing for the largest fitness center in Grayson County.* Lead change management initiative with new cost model that increase membership by 1,000 in 2011 to 2012* Developed and implemented innovative new program targeting Therapy patients needing pool physical therapy to create new revenue stream for location with free memberships following end of therapy.

Promoted to lead and direct sales and operations for Central Division - with P & L responsibility - for $250,000,000 million in annual revenue. Planned and executed strategic and tactical direction with strong operational focus to maximize company's vision, revenue and profit goals during rapid growth period. privided leadership direction for staff of 10 direct reports including recruiting and developing staff with 5,000 indirect reports.Apecific Accomplishments:* Played key leadership role in building business from 35 locations with $45 million in annual revenue to 100 locations with $250 million in revenue. Open 4 new markets for division.* Achieved average year over year revenue growth of 10% every year during tenure* Increased profit margin from 9% to 18% during tenure with company.* Inplemented first CORE testing process that evaluated club manager's management style resulting in higher quality staff that reduced attrition rate by 20% at both club and district level.* Successfully turned around $3 million lossing trend at Q Clubs to $3 million profit within 12 months.* Hired, trained and developed staff which was driving force in growing company to 105 lcoations.* Increased district span of of control from 5 to 8 clubs that resulted in $1 million cost savings for the company.* Executive member of 9 person Unification Committee tasked with merging clubs following Family Fitness and 24 Hour Nautilus merger. * Successfully developed division into top-performing market* Created and implemented succession planning model for division that streamlined simplified promotion process that became the company standard and was adopted company wide.* Co-Authored and implemented sales training manual that standardized and changed sales process, witch played instrumental role in growing membership and revenue.

Responsible for the production and operation performance and personnel for 24 Orange County locations. Increased the annual sales revenue 10% each year during my 3 years as Vice President.

Managed 5 locations in the Orange County area. Operated the 3rd most profitable location in the 100 club chain. Developed 5 General Managers and 5 Assistant Managers to run the day to day sales and operations performance of the clubs

Recognized as the sales counselor of the year in 1980 and promoted to General Manager. Managed several locations in Southern California. All locations had improved performance during my term as GM. Trained, developed and sponsored several staff members for promotions to General Managers to fill openings in our expanding business.