Responsible for overseeing the operations and financial performance of 9 maintenance branches representing roughly $75 million of annual contract value (ACV). Simultaneously managed the post-integration workflow of companies purchased by Sunrise Landscape. Responsible for identifying and implementing growth strategies and addressing operational efficiencies.• In the first-year increased company gross profit by $942K on $931K of incremental revenue• Implemented revenue and labor planning that reduced YOY labor by $875K while increasing sales 3.5%• Instituted weekly branch forecasting of business unit results while elevating branch manager financial acumen• Lead branch restructuring including re-routing branch jobs to reduce drive time and elevate time on property• Drafted a preliminary Mergers & Acquisitions (M&A) playbook for post-integration workflow and task ownership• Implemented an Account Manager KPI tracker quantifying manager performance• Developed and implemented a preliminary Account Manager training platform• Revised and implemented the maintenance Agreement used for client maintenance contracts• Implemented branch claw back plans for underperforming locations while building sustainable strategies• Implemented a revised management salary structure and updated commissions plan for branches

As part of the Mergers & Acquisitions team, lead the post-acquisition integration process. Additionally, attended diligence reviews on prospective acquisitions. Performed financial, operational and administrative reviews on potential firms. Worked with executive, divisional and regional leadership on integration strategies of acquired firms to mitigate risk and increase probabilities of sustainable business results.• Performed an additional role of market leader standing up 3 Hawaii firms purchased by the company.• Sold a multi-year, multi-million dollar contract as part of the integration of one Hawaiian firm• Managed integrations representing $100M of acquired maintenance revenue• Managed the workflow of the post-acquisition across 17 different functional groups and sellers• Reviewed KPI and financial data with operations teams to identify post-integration strategies.• Assisted in training the integrating team on company platforms and support structures within the firm.• Lead a team to select and implement project management software enhancing inter-firm communication

As part of the Operations-Excellence Group, worked with 19 branches throughout Texas representing $130M in annualized revenue on implementation and oversight of company KPI’s and SOP’s. Focuses included monitoring and tracking Key Performance Indicators while researching business unit trends. Emphasis includes, but not limited to process improvement, optimization, cost reduction, safety, costing practices, P/L analysis and project management. Findings were shared with executive, regional and local leadership. Plans and strategies were collaboratively built to resolve core problems while building sustainable solutions and behaviors. Additional responsibilities included facilitating training of Account, Branch and Regional Managers.• Identified and implemented strategies to correct ancillary costing errors (approximately $1.2-$1.3M in lost contribution margin).• Assisted branches reduce shutdown and dispatch times by 30%+ representing labor reallocation of approximately $150K-$170K to job sites.• • Identified and implemented strategies to correct costing errors ($1.2-$1.3M in lost contribution margin).• With one branch reduced shutdown and dispatch times by 30%+ reallocating roughly $150K-$170K to job sites.• Lead a team that nationally implemented a KPI platform to track asset utilization and cost of unutilized assets • Assisted in building a baseline curriculum for Branch Manager Training and on-boarding.• Selected as a primary company facilitator for Manager training from legacy and acquisition branches.

Managed a $7 million dollar branch with 8 direct reports and 70 employees. Oversaw all branch operations, P&L responsibility and administrative processes including implementing branch strategies to reach financial goals. From 2017-2018: increased branch contribution margin by 60% on $1.7M less in revenue leading to a one-year turn around in operating profit by 438% or $755k. Increased ancillary revenue contribution margin by 176%, enhancement contribution margin by 101% and irrigation by 201%. Increased branch maintenance contribution margin by 6.9%.• Revised branch costing processes for maintenance and ancillary revenue.• Optimized branch structure using SWOT analysis that included bringing spray operations in-house.• Developed and implemented metrics-based platforms to monitor branch operations and manager performance.• Created multi-year forecasting models for clients to evaluate different scenarios to make informed decisions.

Built from the ground up a commercial landscape and construction company, beginning with zero employees and clients in 2009 to 70 employees and a fleet of 29 vehicles and $4.5M in annual revenues. Managed and oversaw all business operations, optimization, sales/solutions management and administrative activities including Human Resource roles. Listed as one of the top 15 fastest growing private companies in Arizona in 2013 and 2014. Ranked on Inc 5000 as #8 in 2014 and #20 in 2015 for Top Environmental Services (water management). Listed on Inc 5000 in 2013 (#639), 2014 (#1,341) and 2015 (#2,633) for year-over-year growth.• Developed and implemented client management solutions platforms to facilitate decision making.• Developed and implemented cost analysis models for clients to facilitate decision making.• Developed and implemented tracking mechanisms to monitor monthly financial status of the company.• Implemented a fleet management system program to optimize logistics and obtain predictive analytics.• Implemented a preventative fleet and equipment maintenance program to defer capital expenditures.

In San Diego (2005-2007) and Phoenix from (2007-2009), oversaw financial, administrative, and operational performance of $6MM branches with 7 managers, 150 employees, and 60-vehicle fleet. Grew branches through active client management while creating and sustaining product and service differentiation. • Converted 2007 operating profit percentage of 2.6% to 11.9% in the first 5 months of 2008.• From 2007-2008 decreased monthly fuel expenditures by 37% and telecommunications by 27%.• Beat goal for operating profits by 14% and goal for operating dollars by $58K in 2007.• Surpassed financial goals for total revenue, gross margin, gross margin percentage, operating profit, and operating profit percentage in 2006.• Increased year-over-year operating profit 227% and operating profit percentage 125% in 2006 versus 2005.• Reduced open claims from $250K in 2005 to $2.5K in 2007, converting company’s least-safe branch into company’s safest branch.

• Managed $1.25MM in annualized revenue and implemented corporate strategies and objectives.• Consulted commercial clients to generate additional revenues via capital enhancements.• Managed over 100 projects and 35 employees.• Delivered $521K in incremental revenue by closing 336 proposals.• Achieved branch’s largest capital enhancement project in 2005 of $150K.

• Initiated and grew relationships with high-value commercial clients, property managers and resorts.• Attended industry events to establish business contacts and develop client marketing packages• Presented proposals to key decisions-makers.• Increased branch maintenance contract sales 23% in 2001.• Closed 133 proposals worth $1.6M in 2 years (2001-2002).

Spearheaded test market of a new beverage with Coca-Cola Enterprises surpassing benchmarks.

Grew nutrition-products business with major grocery, drug, and mass-merchandise retailers.

Executed corporate marketing strategies to increase distribution in non-traditional channels.

Executed corporate marketing strategies to increase distribution in non-traditional channels.

Worked in tandem with marking, sales, promotions and finance departments along with distribution executing marketing initiatives outlined by senior management.