Rick Carleton Email & Phone Number

Purchased this designer/manufacturer of home building products from original owners. Cultivated and fostered strong external business relationships to identify and secure new business. Grew firm to 20 employees, increasing revenues 400% - to $2.5M.

Perform business surveys to determine financial viability and long-term capabilities. Development of new business plans for continuation, growth, tax planning and exit strategies. Recommend to wide variety of client bases, size and type. Behavioral change specialist.

Behavioral change emphasis. Analysis and recommendations for continued development with management team interaction. Experience with wide variety of business acumens and ownership/corporates types and size.Established production facility to satisfy new/under-served markets. Owners of Pacific Stihl were looking for new, high ROI venture. Identified promising new markets. Set up manufacturing operation between major centers to supply roof and floor trusses. Captured $2.5M in sales as… Show more Behavioral change emphasis. Analysis and recommendations for continued development with management team interaction. Experience with wide variety of business acumens and ownership/corporates types and size.Established production facility to satisfy new/under-served markets. Owners of Pacific Stihl were looking for new, high ROI venture. Identified promising new markets. Set up manufacturing operation between major centers to supply roof and floor trusses. Captured $2.5M in sales as well-respected niche supplier, with high ROI. Hopkins Truss Co.Revitalized sales in key market. Sales in Pacific West Stihl's Southern California market were stagnating. Started up new distribution operation and completely re-vamped sales and marketing approach. Doubled sales and increased profitability 50%, avoiding loss of key supplier while assuring retention of critical customer base. Created tiered pricing system to increase business. Pacific West Stihl's largest customers were dissatisfied with discount/margin structure. Established system that substantially increased purchases/market awareness from major customers while continuing to satisfy smaller ones. Dropped smallest customers completely.Solved product bottleneck problem. After five-years of rapid growth, Pacific Stihl's operating (overtime) costs were skyrocketing. Instituted JIT system and improved work-flow techniques. Re-built inventory area including adding a mezzanine, enabling the on-time shipment of twice the product volume without additional overtime costs.Overhauled manufacturing/marketing processes. Sales of add-on accessories/maintenance items at Pacific Stihl were not keeping up with whole goods increases, threatening loss of lucrative market. Re-developed pricing/discount structure and designed cost-effective packaging/handling process to reduce costs. Launched new POP merchandising look, increasing sales 50%, adding 15% to customer base and growing NPBT 10%. Show less

Directed business operations, with full P&L accountability for this $20M power tool sales/distribution firm. Managed 35 outside sales, internal customer service and warehouse personnel. Managed logistics of shipping operations, ensuring timely and efficient movement of goods.

Directed all operations for $4M sales and distribution subsidiary of Pacific Stihl, driving efforts to penetrate S. California market. Oversaw 20-member cross-functional team while leading efforts to attain growth and profit objectives. Increased brand exposure and product awareness, growing sales $2M.

Launched firm that contract-manufactured and distributed new line of lawn/garden equipment. Quickly built rental client base. Achieved profitability first year/gave investors a solid ROI.