Kent Klopfenstein Email & Phone Number

Washington, Dc, Us

Germantown, Md

Baltimore, Maryland Area

In addition to managing the financial function of a $9 million private company, led the installation of a third-party, industry specific database system to improve shop productivity and point-of-sale margins, while integrating inventory management, purchasing and accounting. Handled all aspects of the project: data preparation and migration, employee training and coordination with the software vendor. Met crucial deadline for going live, and saved the company $30,000 in consulting fees by taking the project in-house. The use of the system has led to a 28-percent improvement in gross profit on parts sales, for an annualized $300,000 addition to net profit. Cleaned up the balance sheet and bank reconciliation. In the process, discovered a $40,000 deposit that did not reach the bank, and got checks reissued to complete the transaction.

Recruited by a former client at a growing regional public accounting firm to evaluate a Web-based project management database application to schedule & manage its audit projects. Successfully completed evaluation and fully implemented database in two months. Due to the success of the project, promoted to new position overseeing finances: invoicing, receivables, payroll, cash flow projections, performance analysis, and budget development. Member of firm's Leadership Team.

Recruited by the CEO of a Connecticut-based company specializing in employment initiatives for placing recipients of government assistance into jobs.● Took on full P&L responsibility for the Mid-Atlantic region, which was operating in a negative cash flow position.● Initiated region-wide sales strategy that boosted revenue from $1 million to $3 million, with a 25 percent operating margin, in one year.● Provided leadership and coaching to more than 35 employees at operations in Baltimore, Washington, DC and Wilmington, DE.● Started up the Wilmington operation in one month; achieved revenue of $1 million, with a margin of 35 percent, in first year.

Recruited to rescue a start-up subsidiary of a privately held, New York-based business services firm specializing in placing recipients of government assistance, and ex-offenders, into jobs. ● Assumed full P&L responsibility.● Quickly devised and implemented plan to turnaround the business.● Replaced underachieving sales staff with aggressive sales professionals.● Grew revenue from ground floor to $3 million in first year.● Launched direct sales effort that generated $1 million in annual revenue.● Reengineered business-to-business sales model to focus on most profitable service.● Increased operating margin to 53 percent by third year.● Repaired company’s reputation with major client by building key relationships, delivering innovative services and exceeding contract expectations.● Started up and directed subsidiaries in Washington, DC, and Detroit.

Hired by investment group to control cash flow and assist founders of an early stage information service venture grow and position the company for sale. The company pioneered the use of customized service pricing guides for the automobile dealer industry. ● Reported to the Board of Directors with P&L responsibility.● Stabilized and grew the company from 250 customers and $750,000 in annual revenue to more than 3,000 customers and $10 million in three years.● Completed negotiations for an exclusive vendor contract with Toyota Motor Sales in 1991 to deliver a branded product to its dealers. ● Successfully orchestrated national rollout to 500 Toyota dealers in six months.● Leveraged the success of Toyota’s program to negotiate similar contracts with Nissan USA and American Honda Motor Company. ● Duplicating the success of the Toyota rollout, added 1,000 Nissan and Honda dealers by the first quarter of 1993.● Hired, trained and directed a strong functional team. ● Led the rapid development of new car-line products in response to customer demand.● The company’s success in expanding its product line, and capturing a dominant market position, led to its sale to a Fortune 500 company.

Attained fast-track promotion through series of increasingly responsible positions. Achieved the high-profile executive position of Assistant to the General Manager of the 2,000-employee marketing operations department. Responsibilities included directing the department’s recruiting effort and training programs.As Terminals Manager, Los Angeles Complex, directed the storage and transportation of products to service stations throughout the Los Angeles basin, Mobil’s largest delivery operation worldwide.● Managed budget of $15 million, and more than 100 personnel at three distribution terminals. ● Turned around an inefficient and dispirited operation by instituting participative management, expanding to a 24/7 schedule and authorizing drivers to work overtime.● Grew the branded fleet in size and employees, shifting delivery volume from third-party transportation operators.● Increased overall delivery productivity by 32 percent, saving $500,000 annually.

Group Manager for the Midwest Region.