Mark Dziergowski Email & Phone Number

Jacksonville, Florida, United States

Go Mini's Moving & Portable Storage is your budget-friendly and Do-it-Yourself solution for Homeowners Remodeling, Decluttering, Local Moving, Organizations Hosting Outdoor Events, Restoration Companies doing Pack-outs, Contractors doing commercial or retail projects and more!Eastern Florida: Duval County, Clay County, Saint Johns and Nassau County.

Fenton, Mo

Responsible for all aspects of management of this Equipment Finance and Moving Supply Company and the training/development of its current staff. Responsibility for refining and implementing the strategic direction of the division with approval from the President and the Board. Along with all the normal finance company oversight and management, my responsibilities will include:· Profitably improving the market penetration for equipment finance transactions in the US to both affiliated companies and independent customers. · Improving the performance measures so that it meets or exceeds standards. · Continually evaluating and assessing opportunities to effectively and efficiently grow the finance company while maintaining appropriate credit quality and profitability.

St. Louis And Kansas City

Responsible for hiring, training and development of over 250 employees between St. Louis and Kansas City. I oversaw all operations for the St. Louis and Kansas City markets which includes 75 locations that all have individual P&L’s. I managed budgetary responsibility, which required establishing financial expectations as well as putting plans in place to exceed revenues projections and control costs to ultimately deliver bottom line EBITDA in excess of budget. I completed monthly, quarterly, and annual budgetary reviews and implement improvement plans. I developed an annual business plan, which outlines the above as well as sales, and marketing responsibilities for existing clients and potential growth areas. Initially I was tasked with identifying key members in both markets and putting a plan in place to get the business back on a track of delivering consistent growth and profitability. I am happy to say both markets have made improvements in all of these areas. *Through technology and better business practices Central Parking has increased revenues, shortened the accounts receivable cycle and has better controls in place for cash management.*Retention of existing clients has been 100% and new business is up through same store sales and new location additions. *New market expansion in KC was the addition of 7 new locations and St. Louis will have 2 new locations in CY13. This will account for additional EBITDA of 200K in KC and 150K in STL.*I have implemented new automation in the hiring process, revenue control/management and a maintenance program that has streamlined the bid process and reduced costs by 18%. *The independent customer survey program has realized a significant improvement. With positive feedback in excess of 90%.

Oversaw the Brand Integrity department consisting of five full-time assessors who traveled an average of 220 days per year. Held budgetary responsibility and completed annual performance reviews. Managed relationships between Enterprise Holdings and J. D. Power and Associates. Reduced cost of services over four-year contract. Responsible for airport customer service initiatives, which accounted for 30%+ of the overall company. Led airport negotiations, moving Enterprise brand on-airport in an additional 110 markets. Successfully negotiated contracts with city, state, airport authorities and consultants. Traveled throughout North America/United Kingdom and worked directly with field operators on improving overall performance in the areas of sales/marketing, cost control, operational efficiencies, customer service and employee relations. Added new products and services, which generated 20,000,000 in incremental revenue to bottom line. Developed effective sales teams through training that led to an increase of $30,000,000 in additional product sales. Developed blueprint for North America contract labor program, which encompassed five national vendors and over 20 regional/local vendors. Developed and managed relationships, performance and contracts with these vendors. Held responsibility for shuttle bus program, which included vendor relation, price, contract negotiations and operating standards.

Responsible for training new management associates and succession planning. Coordinated with senior vice president teams and field management on developing customer service, sales improvement plans. Responsible for national and regional training. Developed best practices for improving service levels. Developed and oversaw reporting to measure performance and progress. Responsible for airport negotiations with city, state, airport and consultants to move Enterprise brand on-airport, which added 60 additional onsite airport locations. Responsible for addition of new products/services, which added incremental revenue to the bottom line. Rolled out new handheld operating system. Identified new equipment, test markets and completed rollout. Traveled throughout North America and worked directly with field operators on improving overall performance in the areas of sales/marketing, cost control, operational efficiencies, customer service and employee relations. Facilitated training at company’s national meetings and seminars throughout North America, as well as regional training seminars. Developed training materials and delivered training to groups of 50 every eight weeks.

Responsible for training and development of more than 200 employees. Organized training seminars for outside vendors and new business partners on proprietary systems and processes. Responsible for 38 locations within five different areas in eastern Missouri and southern Illinois. Developed sales and marketing department responsible for local and regional marketing to business partners. Rolled out Automated Rental Management System (ARMS) to Industry partners. Directed cost control for individual locations as well as overall operating departments. Oversaw financial statement responsibility. Completed monthly, quarterly and annual budgetary review and implementation of improvement plans. Overall customer service scores increased 11%, putting the St. Louis operations in the top 5% for the company. Increased operating profit from $5,000,000 to $15,000,000 and annual revenue from $30,600,000 to $79,000,000. Managed five sales teams that consistently grew year-over-year revenue by 15-20%. Managed local corporate accounts sales department, with direct responsibility for overall performance. Grew monthly revenue from $300,000 to $800,000 in four years. Responsible for new market expansion. Opened 16 new locations and relocated five existing locations to "A" facilities. Coordinated property location, real estate/contract negotiations and property development.