Focused on unified strategy and approach to align brands through internal consolidation of resources in support of $350 million in annual revenue. Led brands consisting of A&S Building Systems, All-American Systems, Mesco Building Solutions, Metallic Building Company, and Mid-West Steel Building Company. Worked as part of leadership team to plan, direct, and coordinate operations in support of profitable growth. Spearheaded strategic alignment of operational team in support of internal and external customers. Reviewed and revised processes for efficiencies and improvements to deliver exceptional customer experience. Oversaw customer issues prior to and after delivery, and resolved back charges. Guided quality team in analyzing shortage and back charges to reduce errors and develop required training for improvement. Worked closely with management to develop annual goals for employee teams, with mid-year and end-of-year reviews. Focused strongly on employee development. Reviewed employee performance based on goals, objectives, and metrics. Studied scheduled and unscheduled backlog to maximize monthly revenue, and monitored job movement to minimize loss of capacity. Led collaborative effort to adjust schedule to maximize engineering, drafting, and manufacturing capacity.

Oversaw daily business operations. Evaluated performance and productivity and provided additional support and training as necessary. Spearheaded daily operations of A&S brand and 64 employees. Worked closely with team to improve and maintain a positive culture and enjoyable workplace. Provided training and guidance to management team to aid in performance of brand. Focused on maximizing internal efficiencies to maintain or increase as sold margins throughout life cycle of order. Collaborated with purchasing to assure material purchased at or below estimated cost and designed weight within estimated tonnage. Structured staff to maximize employee skill set in support of both internal and external customer. Reviewed employee performance against goals and daily and monthly metrics for training opportunities. Focused on strengthening relationships with partners (vendors and customers).

Led one of two regions of sales force (Southern U.S.), then realigned and handled Eastern U.S. Developed annual sales goals for region and individual salespeople, ranging from 11 to 14 District Sales Managers (DSMs). Handled hiring and firing of DSMs and development of training program. Worked closely with sales team to develop territory plan and reviewed quarterly for accountability. Reviewed market data and analyzed customer insight to identify business opportunities and strategies. Aided in customer relationship development, maintenance, and damage control when necessary. Oversaw sales volume, as well as overall health and management of region. Chaired dotted-line responsibility of Southern operations team.• Participated as part of leadership team to develop strategy for short- and long-term growth. • Served as active member of president’s advisory council working with top customers and leadership to guide process improvements and efficiencies throughout organization.• Realigned districts through retirements to increase revenue and decrease head count.• Named one of three corporate employees selected for JMW Leader of Future course.• Received chairman’s sales award for exceptional performance in Q1 2015.

Directed anywhere from 12 to 17 district sales managers. Worked closely with sales team to develop territory plan and reviewed quarterly and annually for accountability. Traveled in territory for performance review, strategy development, and customer relations. Reviewed market data and analyzed customer insight to identify business opportunities and strategies. Aided in customer relationship development, maintenance, and damage control when necessary. Chaired sales volume, and overall health and management of sales force. Provided technical support to aid with order clarity.