Responsible for all technology, facilities, human resources and other critical administrative activities for the company. Managed four director level direct reports. Active member of the five person Senior Leadership Team responsible for establishing policy, governance, and overall direction for the company.Led a team responsible for researching and collecting data on companies considered possible acquisition targets supporting the introduction of a new cabinet product line. After identifying a $25 million cabinet manufacturing company in Hillsboro, led the acquisition team through negotiations with the owner, a venture capital group. After closing, led the integration of 225 employees into Wisenbaker.Facilitated the acquisition of three key competitors as the economy was recovering from the housing bubble starting in 2011, allowing Wisenbaker to gain significant market share and a 50% increase in revenue as the economy recovered. I forecasted the impact of each acquisition pipeline integration requirements and administered all due diligence for fixed assets and inventory after the contracts were finalized.Collaborated with the other members of the Senior Leadership Team to shape and define the company’s long term strategy and supporting business plans resulting in complete alignment across all core departments. Worked with Hillsboro Economic Development Council to formulate incentives for the expansion of the cabinet manufacturing plant, resulting in the Economic Development Council providing 20 acres of land to build a new building with a 75% tax rebate for 10 yrsDevelop and lead our prior year in review and upcoming annual company budget presentation to our banking partners.Led the sourcing of land, building design, general contractor selection and subsequent build out of a $10 million facility in Dallas and a $4 million facility in San Antonio to meet the company’s expansion needs.

I was asked by our president to move from an operations leadership role into the Human Resources Department when the HR Director moved out of state. I quickly brought an operational perspective to the role while streamlining costs during an economic downturn. During an economic downturn, collaborated with managers on a 25% workforce reduction, resulting in a savings of $2M.Selected a new healthcare plan in 2009 which reduced company costs by $150,000 (13%). Moved from a PPO only plan offering to an HSA plan at no cost to employees with the ability to pay a modest amount to add dependents or move up to a PPO plan. Collaborated with the CFO to secure new corporate liability, casualty, workers’ compensation and umbrella insurance policies for savings of $200,000 (20%) annually.

Transferred to Central Texas in 2006 to lead the turnaround of the branch which had been losing money since it opened in 2003. Within 18 months, the branch showed consistent monthly profit, saw revenue increases exceeding 400%, and grew the number of employees from 10 to 30.Established a strong connection with the key decision maker of the largest revenue producing customer of the branch which had not existed previously.Established key proven processes throughout all operational areas of the branch that were being used successfully in other company branches. This reduced errors in warehousing and inventory, reduced time spent on other core activities, and increased efficiency in installations.