Developed an annual marketing calendar with multiple events, supplier participation levels and offering a menu of options at the various contribution levels. Calendar includes website marketing, social media, flyer distribution, sales force push lists and email blasts. Multiple promotional activities for supplier participation and exposure to customers. Despite significant 2020 foodservice sales decline due to Covid-19 , managed to implement measures to prevent margin erosion and actually increase margin by 1.5%.Led 2019 integration of a $25M acquisition into our business creating 900 new products, 30 new distributors, pricing rules and integration in under 60 days. Direct responsibility to successfully retain top 2 new clients. Led several initiatives to protect revenue and margin in challenging post-hurricane (2017) and Covid-19 (2020) eras. Upgraded ERP system and led adoption of new order entry and web-ordering software with expanded marketing and branding tools. Successful adoption of new commission model for sales associates using BI software.

Budgetary and business planning responsibility for 5 operating companies. Responsibilities included contract negotiation, setting metrics for sales associate training, performance evaluation and competency, establishing an internet website and web -ordering capabilities, Managed transition of $15M direct sale business to our local OPCO's with 90%+ retention.

Tasked for the second time to migrate all 5 operating companies to a new enterprise software platform. All aspects of software evaluation, testing, training, configuration and ultimately go-live were my responsibility to manage and coordinate with department heads and OPCO general managers. Roughly 14 month project rolled live on schedule at 5 individual locations.

Responsible for growing and maintaining B2B sales and supporting 5 operating companies in their sales and marketing efforts. Double digit sales growth through 2008. Focus on on-boarding multi-unit operators, contractual business and larger accounts into the direct sale model.

Due to Y2K transition, we were forced to seek a new ERP solution. Working with the owner of the company, I was tasked as overall team lead for analyzing software options, configuration, testing, training and ultimately go-live for 5 operating companies in international locations.

Tasked with expanding our business model from selling only to distributors to direct sales to larger accounts capable of purchasing in volume state-side, we expanded this program from a few hundred thousand to over 14 million in annual revenue.

Responsible for developing specialty product lines for the company focusing on produce, pastry, protein and exotics as the company was primarily a commodity-based, inexpensive product line supplier. This effort contributed to a 12 year, double digit annual growth spurt for the company.

The first specialty foodservice distributor to import exotic produce, game, meats, cheese, pastry and seafood from around the world into the U.S. and British Virgin Islands. Experts in air freight, fresh seafood and service to the most demanding chefs, resorts and private yachts.

Located in the Caribbean with boat-only access, a logistically challenging environment where procurement of food and supplies required extreme organization, planning, execution and communication. Developed a coded perpetual inventory system which tied purchasing, inventory and storage facilities together sustaining a 98% accuracy level. Coordinated an inventory buy-out evaluation involved in merger with another resort.

Executive courier service to advertising agencies, law firms, medical professionals and firms requiring local, national and international document handling and delivery. Coordinated distribution of advertising spots for the Walter Mondale presidential campaign.