Wholesale paper distributor with 150 product lines, 8000 SKU inventory, and $150M annual revenue.

Manage staff of 40 including Sales, customer Service, Operations and Logistics Teams while holding P&L accountability of region

Promoted to command all purchasing, warehousing, delivery, and customer service functions for entire corporation, with 8000+ stock-keeping units (SKU), $15M in inventory, and $200M+ annual revenue. Personally managed and directed all daily activities of Director of Purchasing, Director of Logistics, and Director of Customer Service in addition to 40 Customer Service Representatives, 35 warehouse personnel, 25 trucks and drivers, and a cross-functional staff of14 accountable for purchasing, receivables, and payables.Overhauled corporate purchasing and customer service operations from divisional to regional models, allowing for increased oversight and efficiency.Orchestrated seamless transition of customer service centers from diverse divisions to 4 unique regions centralized in 4 largest cities.Penetrated key Indianapolis and Pittsburgh markets by executing successful openings for 3 new stores.Designed, developed, and implemented new trucking system that seamlessly coordinated overnight delivery throughout 14 cities, ensuring rapid inventory replenishment and 6:00am customer order fulfillment.Slashed operating expenses 40% through consolidation and right-sizing.Instrumental leader in coordination and roll-out of company's first enterprise resource planning (ERP) system.

Manage Divisional purchasing, warehousing, customer service, sales, and administrative functions

High-profile executive sales leadership position, directly managing a top-flight sales team of 40 and regularly collaborating. Deliver all-encompassing leadership, creating vision, strategy, and structure for $65M region spanning across southern Ohio, Kentucky, and West Virginia. Maintained profitability and exceed all corporate goals despite challenging economic conditions.Weathered 30% staff reduction without any service or sales disruption by cross-training and eliminating redundancies, ultimately cutting costs 40% while maintaining profitability.Reduced days sales outstanding (DSO) to less than 30.Strategically transitioned 2 major vendors to new suppliers with more valuable products, services, and costs.Vice President of Sales (2006 to 2009)Challenged to personally develop and motivate company-wide sales force of 14 General Managers and 60 Account Managers in 14 major US cities, 8 states, and Canada. Coordinated and managed key strategic sales and marketing programs while simultaneously managing 12 major accounts.Initiated new end-user business with Fortune 500 leaders including Macy's and Procter & Gamble. Concurrently forged new business partnerships with previously untapped regional printing and publishing companies.Realigned commission compensation structure to award achievers and redirect underperformers, cutting sales compensation costs by more than 8%.Successfully trained and positioned future President and Owner of company for seamless transition into role.

Manage and oversee entire Millcraft Group Sales Organization

Hired to direct all purchasing, warehouse and delivery logistics, customer service, and sales functions