Matt Davis Email & Phone Number

Hamilton, Ontario, Canada

• Increased revenue 43% over two years from 2.8M in 2021 to 3.3M in 2022 and 4M in 2023 by concentrating on bidding more projects at market comparable rates while cutting operational costs to increase profitability.• Increased net profit from 21k in 2021 to 110k in 2022 and 430k in 2023.• Implemented new policies reducing labour costs limiting employee hours and removing old policies paying travel time, sub-contractor insurance and other minor allowances that reduced profitability.• Increased margins by converting purchasing from a 50/50 split among the two major paint suppliers to an 85/15 split to further reduce pricing, resulting in paint costs only increasing 18% from 2021 to 2023 while revenues increased 43%.• Manage successful relationships with major clients including the City of Hamilton, McMaster University and the Peel School Board dealing with contracts, quotes and business development.• Manage a staff of 22 painters, 8 foremen and 2 field managers.

Hamilton, Ontario, Canada

• Piloted the expansion from a single employee/owner into eight full time employees, by making direct changes to overall company strategy including, marketing, pricing, supplier relationships, accounting, inventory and human resources.• Reconfigured the advertising plan, increasing requests for quotes over 80%, quote conversion rate from 45% to 68%, while increasing the average profit margin per job by 37%.• Over sought the purchase of multiple new spray machines and technologies allowing for broader range of work with significantly improved turnaround time and higher profit margins.• Implemented new inventory management tracking and expense request/verification system for employees, lowering average cost of materials used for similar jobs by 23% year over year.

Oakville, Ontario, Canada

• Project managed all racking, conveyor and structural aspects of a $1.1 million warehouse reconfiguration, including adding a third level to the picking mezzanine with conveyor, 3 shipping doors and an exterior office addition.• Assisted in planning, receiving and reconciliation of inventory in SAP during warehouse amalgamation that saw average inventory increase from $7 million to $13 million, and SKUs from 6500 to 14000.• Participated in SAP testing and reviews for multiple system updates and Change Order Requests functionality.• Improved order accuracy from 97.5% to 99.3% by redesigning the sorting classification system used in SAP and by employees to identify and consolidate individual hospital ward orders.• Consulted with the Materials Management managers from the 26 new hospital sites from Hamilton to Niagara now being serviced from the warehouse to translate all previous identification mechanisms and standardize them to the Plexxus methods used in SAP and consolidation.• Completed multiple follow up observations and walkthroughs with inventory management personnel to refine the consolidation coding and improve order accuracy from 93% immediately following the warehouse merger to 98% in under 6 months.• Completed a 5S project throughout the warehouse in five separate divisions, designing multiple new tools specific to each area which reduced the overall cycle time to pick, pack, and ship each hospital.• Learnt how to use a warehouse simulation software which required writing code and using CAD software to simulate all functions of the newly designed warehouse during blueprinting stages of the warehouse merger.o Designed all functions of the warehouse to be able to alter numerous inputs (productivity rates, schedules, employees, equipment, machine failure, racking restrictions, and many more) to try to and calculate the ideal shift numbers in all possible scenarios.

Brampton, On

Control day-to-day operations through effective manipulation of manpower, overseeing all tasks required to complete loads safely, accurately and on-time, all while decreasing company overtime rates from 24% to 17% of total hours in 2015.Piloted the Coca-Cola Freestyle program, which required a new pick and pack operation, ultimately ensuring reliable delivery into test market of 89 McDonald’s restaurants.Spearheaded the certification process for ISO 14001 as ISO team leader, ensuring all DC policies and procedures met the necessary requirements, resulting in a successful accreditation. Review daily performance of workforce, implementing coaching and disciplinary actions when necessary ultimately increasing warehouse productivity from 205 to 212 in 2015.

Brampton, On

Edited daily customer route configuration leading to improvement in offload rate from an average of 255 cases per hour to 282.Reviewed daily driver log information, and provided appropriate feedback and disciplinary actions, resulting in on-time delivery improvement from 91.3% to 95.6%.Managed a workforce of 85 AZ drivers ensuring compliance to all applicable provincial laws, as well as company policies and regulations.Collaborated with customer service, and driver workforce to satisfy customer product needs with minimal use of third-party courier companies.

Brampton, On

Controlled the DQMP (internal audit) process in 21 categories, resulting in a DC improvement from an average of 88.0% in the three previous audits to an average of 96.9%.Conferred with the National Health & Safety Manager & HR Manager to complete all WSIB documentation and follow ups on time, ultimately reducing reportable workplace injuries year over year by 11.Collaborated with multiple vendors to ensure proper inventory of necessary warehouse tools and job aids.Properly plan order picking to reduce travel times through warehouse while maintaining safety concerns regarding maximum truck cube and product quality.

Assessed the value of various multi-purpose apartment buildings through on site examinations and reports, for the purpose of takeover by the Investment Trust branch of the firm.Communicated which apartments were suitable for takeover by making recommendations when uploading property profiles into the firm’s CRM database, increasing the concentration on appropriate buildings.Developed a scheduled plan for building inspections without supervision to ensure entire designated region of Hamilton to St. Catharine’s was completed during the span of contract.

Orchestrated all activities leading up to and during the event by constantly being in contact with judges, sponsors, and venues to ensure a successful outcome.

Established various club social events and networking opportunities with other executive members allowing all clubs members to gain valuable knowledge and experience in the entertainment business industry.

Evaluated the different learning capacities of two children and designed custom learning activities to develop essential skills in both Mathematics and English, resulting in both children receiving higher grades.

Analyzed customer internet issues by asking troubleshooting questions to diagnose the source of the problem, implementing corrective measure to get the customer’s internet service working again.Catalogued all customer problems and methods selected to resolve the issue in an internal database for future reference to allowing for quicker resolution times. Achieved 100% customer resolution by solving customer issues in accordance with Bell’s acceptable rates of customer call-backs, products shipped, and field technician appointments booked.

Increased store productivity through effective management and leadership of employees, by minimizing idle time, ensuring all workers had important tasks to be completed during all shifts.Ensured accurate financial records were being upheld by reviewing daily sales statements, and counting cash and debit/credit receipts, resulting in reduced time commitments for the company’s accountant.

Honors Business Administration

Activities and Societies: Class Representative, Ivey Entertainment Business Club (2010-11); VP Logistics, Ivey Film Festival (2011).

Honors Business Administration, Business Administration And Management, General

Business Management And Organizational Studies - Finance And Administration