Ken Koehler Email & Phone Number

Greater Chicago Area

Chicago

Direct P&L responsibility for $5,000,000 in yearly revenues. Led a diverse team of 44 employees, over three shifts, in a dynamic, fast paced 24/7 environment ensuring projects were completed according to company quality standards and client job specifications through proper alignment of staff and operational resources. Collaborate daily with sales team and sales management in a transactional business environment where each project contains various degrees of customization.• Consistently exceeded company gross profit standards of excellence through implementation of daily 15 minute one on one manager meetings with each shift manager, driving a nearly 4% reduction in controllable COGS (Labor/Supplies) expenses. Gross Profit improved from 48.3% to 52.1%.• Acted as a strong sales advocate, providing solutions to non-standard client requests. Designed solution that allowed Chicago office to secure $20,000 per month in net new revenue. • Created living document tracking production errors, identifying root causes, developing solutions and assigning ownership of process improvement. Percentage of error free deliverable improved from 95.6% to 99.50%.• Ability to clearly communicate performance expectations through creation of Individual Developmental Plans. • Collaborated with the Field Operations Manager to provide documented after hours (5pm-7am) project handling protocol which assisted in securing a net new client valued at $40,000 monthly for five years.

Central North Region

Provided P&L support to 12 offices (500 + direct/indirect reports) in the Central and Great Lakes Regions ensuring achievement of monthly/yearly operating income goals. Assisted with tactical and strategic planning for large projects that exceeded the operational capacity of the producing city.• Delivered hands on training to operations teams across the country as the company transitioned from a copy company to an imaging company.• Collaborated with peers on modifying Best Practices, regarding financial, administrative and operational aspects of the business.• Conducted bi-annual Sarbanes Oxley and Best Practice Audits safe guarding consistency of financial reporting and delivery of exceptional quality service. Created CAD documents to assist Operations Managers in improving results for underperforming facilities.

Chicago/Wisconsin/Minneapolis

Direct P&L responsibility for 1.2 million in monthly revenues across five offices. Right sized production facilities after thorough analysis of machine utilization figures and manpower plans. Improved operational efficiencies through reimplementation of company Best Practices and renewed commitment to development of all employees (175 direct/indirect reports).• Removed up to 35% of production equipment per office without adversely impacting the customer experience. • Reduced production labor expense in Minneapolis office from 34% of revenue dollars produced to 26% through proper alignment of production staff over three shifts. • Designed market product with VP of Sales to improve sales close ratios.

Chicago-Glendale Heights

Direct responsibility for coordination of all operations and sales activities from hiring, training, coaching, yearly reviews and individual development. Exceeded 110% of revenue plan each year. Total Operating income earned exceeded 22% of revenue produced, ranking Chicago first out of 16 offices. Worked with peers to develop Business Document Services Best Practices. Introduced meetings between sales and operations leadership to reduce pain points between sales/production.

Chicago-Glendale Heights