Rick Wallace Email & Phone Number

Tampa/St. Petersburg, Florida Area

1. Led a team of 175 people, including six direct reports; managed $76M P&L. 2. Reduced operating and delivery costs by $1.3M, or 20%. 3. Maintained market share of 45%. 4. Responsible for all operational functions for 14 ready-mix locations. 5. Carefully aligned sales, operations and customer service teams, to assist in driving gross sales to $76M between ready-mix and concrete block. 6. Coordinated implementation of capital projects, environmental initiatives, OSHA requirements, and company safety policies to improve our safety program. 7. Hired and developed a strong operations staff that enhanced productivity and reduced operating costs by $2.00 per yard to assist in achieving our profitability goals. Operations staff achieved a less than 2% variance in a $60M raw material inventory. Operations team maintained high morale resulting in low employee turnover. 8. Performed strategic and tactical analysis through forecasting, budgeting and cost control initiatives to formalize company goals. Operations team conducted bi-monthly forecast review to ensure the correct fleet size to achieve our daily average yards per truck goals. 9. Adjusted the operating infrastructure – facilities and fleet size – to maintain strong operational KPI’s.

Tampa/St. Petersburg, Florida Area

Regional Operations Manager | 2003 – 20051. Led a team of 193 people; including five direct reports; managed an $85M P&L. 2. Maintained market share of 45%. 3. Responsible for 13 ready-mix and three block operations, generating over $85M in net sales. 4. Coordinated communications between sales, operations, dispatch, and maintenance to ensure efficient profitability and customer service. 5. Developed budgets that incorporated capital planning, expansion, and operating expenses to increase profit margins. 6. Promoted safety awareness among employees and customers. Project Manager – Logistics | 2002 – 20031. Led an eight-month project to establish a new department that coordinated all in-bound raw material freight for 28 locations. 2. Analyzed $100M raw material purchased pricing to maintain working capital. 3. Negotiated all freight rates to control the company’s second largest cost center; saved 7%, or $250K, during this eight-month span. 4. Developed format to ensure material inventory was maintained at the demanded levels. 5. Communicated market conditions concerning materials to operations and sales to assist in the bidding process. 6. Plan worked so well it was implemented in all six other markets in Florida. General Manager of Concrete Products | 1997 – 20021. Led a team of 55 people; including four direct reports; managed a $38M P&L. 2. Grew market share from 29% to 45% in five years in the greater Tampa area. 3. Directed division consisting of five manufacturing facilities and two distribution locations generating more than $38 million in annual revenues. 4. Oversaw strategic account planning, business development, sales forecasting, marketing, pricing, training, and hiring of personnel for the Block / Pavers Division. 5. Maintained 5% year-over-year sales growth in block for five years. 6. Maximized four block facilities to produce over 24M units a year, by setting production goals in both efficiencies and cost.

Greater Atlanta Area

1. Led a team of 42 people; including five direct reports; managed a $13M budget. 2. Oversaw eight block and building materials operations and efficiently scheduled shipments for all products of Masonry Division. 3. Developed territories for manufacturing facilities for shipping to ensure efficiencies and cost savings. 4. Created policies, procedures and spreadsheets for daily and monthly inventory controls. 5. Conducted time studies to reduce truck loading and unloading times. 6. Implemented operations of two acquisitions increasing production from 8M to 24M units.