Kevin Melfi Email & Phone Number

Bedford Park, Il

Responsible for Sales and Estimating of incoming quote requests. In addition, tasked with growing sales thru acquisition of new accounts, broadening sales with-in existing accounts, and by developing and updating a marketing program geared toward target markets. Core markets include Commercial Architectural millwork projects, Historical Renovations and Custom Millwork firms.

Chicago Metro Area

Manager of Chicago Area Window and Door Professionals group on LinkedIn. A professionals group dedicated to sharing knowledge and expertise in the development of and discovery of advances in the window and door industry.

Evanston, Il

Responsible for creating as well as organizing window and millwork projects prior to, during, and after the sale process to insure successful completion of such contracts. Other duties involve, reading blue prints, creating take-offs, coordinating deliveries, and ordering materials.

Blue Island, Il

Responsible for organizing wood window projects prior to, during, and after the sale process to insure successful completion of such contracts. Other duties involve, reading blue prints, creating take-offs, coordinating deliveries, and ordering materials. I'm also involved with strategic planning, including business plan & sales strategy development.

While consistently exceeding sales goals, I've been recognized as delivering superior customer service by clients, fellow sales staff and management alike. I'm always looking for ways to improve the process and work with internal and external customers to push better ideas and procedures.

Chicago Area

2010 Developed new geographical territory, calling on primarily professional builders building new construction, and remodelers in the Southern Cook and Northern Will county areas.

2002 - 2010In 2002, merged family-owned companies to focus the collective strengths in a unified direction.This merger resulted in reduced overhead, enhanced internal communication through the development of regular department and staff meetings, and significantly improving employee morale.Continued to increase revenues to a peak of $8.47 million in 2004.Named President in 2004. Continued to reduce Outstanding Receivables/Annual Sales percentage down to a low of 9.22% in… Show more 2002 - 2010In 2002, merged family-owned companies to focus the collective strengths in a unified direction.This merger resulted in reduced overhead, enhanced internal communication through the development of regular department and staff meetings, and significantly improving employee morale.Continued to increase revenues to a peak of $8.47 million in 2004.Named President in 2004. Continued to reduce Outstanding Receivables/Annual Sales percentage down to a low of 9.22% in 2007.From 2002, to 2005; gross profit grew from $1.6 million to $2.6 million while decreasing payroll, sales and marketing expense.Mentored 3 key managers in the acquisition of their own Certificates of Business Administration.Continued to exceed industry averages for gross profit 4 of 5 years, 2005-2009 Show less

Orland Park, Il

Board Director for the Southwest Suburban Home Builders Association. This Not for Profit group is dedicated to finding intelligent and mutually beneficial solutions to issues facing the Home building Industry, particularly in the Southwest Suburbs of Greater Chicago. They accomplish this initiative through education of not only it's members, but public officials and homeowners as well. They take a pro-active approach to all types of challenges to create well-thought out solutions to benefit… Show more Board Director for the Southwest Suburban Home Builders Association. This Not for Profit group is dedicated to finding intelligent and mutually beneficial solutions to issues facing the Home building Industry, particularly in the Southwest Suburbs of Greater Chicago. They accomplish this initiative through education of not only it's members, but public officials and homeowners as well. They take a pro-active approach to all types of challenges to create well-thought out solutions to benefit those involved. A terrific organization whose reputation is growing as an advocate of good building practices, good planning and sound environmental solutions. Show less

Increased revenue from $4.49 million in 1997 to 5.5 million in 1999.Managed inside/outside sales staff in 2 locations, while increasing revenues from $4.49 million to $7.8 million in 2002.Oversaw the acquisition of A & J Supply in 2000 and successfully integrated a major product line without a discernable drop off in customer accounts.Reduced Outstanding Receivables/Annual Sales percentage from 34.5% in 1994 down to 17.4% at the end of 2002. Traditional industry average is… Show more Increased revenue from $4.49 million in 1997 to 5.5 million in 1999.Managed inside/outside sales staff in 2 locations, while increasing revenues from $4.49 million to $7.8 million in 2002.Oversaw the acquisition of A & J Supply in 2000 and successfully integrated a major product line without a discernable drop off in customer accounts.Reduced Outstanding Receivables/Annual Sales percentage from 34.5% in 1994 down to 17.4% at the end of 2002. Traditional industry average is approx.21.4%. Show less

Managed inside/outside sales staff while maintaining outside sales duties. Created inside/outside sales teams to more effectively meet customer's service needs and demands while increasing the volume capacity of the outside sales staff. Sales teams resulted in a lower overhead labor cost per million then previously experienced while decreasing customer turnover at the same time.Oversaw two acquisitions/mergers of smaller competitors. The first in 1990, the second in 1997. We combined… Show more Managed inside/outside sales staff while maintaining outside sales duties. Created inside/outside sales teams to more effectively meet customer's service needs and demands while increasing the volume capacity of the outside sales staff. Sales teams resulted in a lower overhead labor cost per million then previously experienced while decreasing customer turnover at the same time.Oversaw two acquisitions/mergers of smaller competitors. The first in 1990, the second in 1997. We combined operations, eliminating unprofitable product lines and services and reducing overhead. Increased overall Revenue over time period from $2.8 million in 1986, to $4.49 million in 1997 with a peak of $5.57 million in 1995 Show less

Certificate, Business Administration

Dipolma, General

Activities and Societies: Debate Team, National Forensic League, Marching Band, Concert Band, Pep Band, Jazz Band, Orchestra, Modern Music.