As President of Herman Miller Canada, I’m responsible for leading all aspects of the Canadian business, including sales, marketing and operations, as well as leading the national distribution channel.

As Vice President of Sales Operations, I was responsible for developing, implementing and delivering the overall operations that support the sale of products to significantly grow and support the Nemschoff business in the U.S. and select international countries.Additional Responsibilities Include:• Member of the Nemschoff executive leadership team and Nemschoff Advisory Board• Manage dealer distribution for all HMI and Non-HMI dealers• Manage all aspects of the customer service continuum (customer care, order entry, product services, solutions group and shipping & logistics) including staffing, training, development, standards, performance evaluations, benchmarking and corrective actions• Analyze summarizes and take ownership for monthly financial & performance results and reviews with leadership• Establish positive relationships with internal and external business partners to ensure the brand experience is delivered • In conjunction with Finance, ensure contract compliance, appropriate administration fee payments, sales reporting, including bookings, discounting, and commissionsRESULTS:• Reduced shipping and logistics costs in a 12-month period 10% ($300,000) by bringing in new carriers and negotiating contracts with existing.• Reduced warranty costs by 7% ($350,000) annually by developing and implementing new warranty processes and re-writing the existing warranty policy.

As the interim President I was responsible for leadership and management of the Toronto dealership with ultimate accountability for sales and profitability. Responsible for all aspects of the dealerships’ business including: sales & marketing, processes and procedures, HR, quality and customer satisfaction, physical assets and technology, customer relations, professionalism and business ethics, performance selling, operational, financial and human resource aspects of the Canadian business. I have regular interaction with clients, A&D resources, as well as community involvement. Additional Responsibilities Include:• Business Leadership-Accountable for overall sales volume and profitability• Leadership and Management-Provide strong leadership and strategic vision• Sales and Marketing-Establish overall strategy, goals and vision with VP of saleso Extensive networking in community for leads and sales opportunitieso Define “image” of dealership in community/marketplaceo Develop and maintain relationships with dealerships major manufactures• Operations-Responsible for all operations through direct reports- sales, design, PM and installationo Setting goals and performance requirementso Developing and implementation service strategy and businesso Responsible for all physical assets including building, leases, vehicles and equipment• Human Resourceso Recruit, hire and review and any discipline actions for direct reportso Ensure dealership maintains adequate staffing levelso Establish and encourage a “learning” environment for skill and knowledge• Customer Satisfaction-Responsible for setting expectations for quality and satisfactionRESULTS:• Increased topline sales from 35M to 53M and increased AOI by 2%

As the Business Unit Manager of Herman Miller Services (HMS), a separate business unit and P&L subsidiary within Herman Miller, Inc., I was responsible for leading and managing a team of professionals to support the Herman Miller Commercial and Government sales teams by providing world class value added real estate and facility management services and to act as the internal furniture dealer when the primary dealer channel is not appropriate or required additional support.Other responsibilities include:• Providing leadership for administrative oversight of all HMS operations and activities.• Management of all customer engagements to ensure high levels of customer satisfaction are achieved at all times.• Developing and revising HMS organizational business strategy to align with corporate and distribution strategy.• Achieving assigned goals for profitability and growth.• Developing strategy and modifying service offerings to support the market place and strategic clients.• Developing, supporting and implementing service strategies for owned Herman Miller Dealers RESULTS:• Increased year over year sales by 34%• Increased net operating income by 154%• Reduced operating expenses by 17.2%.

As President/Owner of P4 Thirteen Consulting my primary client was Herman Miller, Inc. I was contracted to lead and manage large projects that had numerous contractors and consulted on Fortune 500 clients where I developed and implemented programs that were required for complex business solutions.Clients /projectsHerman Miller, Inc:Aberdeen Proving Grounds (APG) Aberdeen, MD. US Army Corps of Engineers (USACE), Base Re-alignment and Closure (BRAC) initiative.Managed the largest BRAC award by USACE to-date. Scope included 13 buildings, 6,828 systems work stations, 2.5 million square feet. Furniture contract value over $17,000,000.00. ExxonMobilSingle point of contact worldwide between Herman Miller, Herman Miller Dealers, service providers and ExxonMobil’s Global Real Estate and Facilities (GREF) team.AT&TOperational Strategist and Senior Account Manager for the AT&T national furniture program.

As Senior Vice President of Sales/ Account Management and Operations I was responsible for providing Integrated Workplace Management Solutions to Fortune 500 companies including:• Relationship Management which included development of key relationships with both customers and subcontracted service providers at all levels to achieve key business objectives. • Workplace Business Solutions which were advisory services to assist companies with their processes, operating procedures, standards, staffing models, Key Performance Indicators and Service Level Objectives around the workplace. This was a critical factor for the successful delivery of additional service lines as well as assisting our customers with effectively managing their operations.• Workplace Technology Solutions where we provided implementation, integration and support of contemporary Integrated Workplace Management Systems (IWMS) to enable the customer’s business goals.• Workplace Management Services delivering outsourced programs and variable staff augmentation for activities such as corporate real estate planning, space planning, facility project management, move / churn management, asset and inventory management and CAD and Data Change Management /Administration. My management approach was focused on defining, measuring, and analyzing, with goals of improving and controlling costs, work quality, and customer satisfaction which had a direct impact on the customer’s bottom line. Member of the BRG executive leadership team

As Vice President of Workplace Integration, I was responsible for overseeing services to several Fortune 500 clients, as well as managing and providing day-to-day direction to the team servicing one of the company’s top strategic accounts. I was responsible for recruiting and managing the staff, implementing projects on time and on budget, and providing performance metrics to review with appropriate client personnel.

As Vice President and Principal, I developed and implemented a Facilities Services Division with service centers in Dallas, Texas and St. Louis, Missouri, established strategic partnerships with other service providers to create a “Total Facilities Solution” for clients.

As Vice President / General Manager, I developed a service and distribution strategy for the St. Louis Region that included move management, asset management, delivery and furniture installation as well as implemented facilities services for regional clients.

As Director of Workplace Provisioning, I served as Herman Miller’s lead client service executive for the Nortel Networks engagement in North America. While on-site at Nortel Networks, I led and managed a staff of more than 50 Space Planners, Project Managers, and CAD/CAFM Specialists who provided facilities management services for over 7 million square feet of space through the United States. The team reengineered workplace processes to increase internal customer satisfaction, shorten cycle times and reduce overall facilities costs. I assisted in selection and implementation of a computer aided facility management (CAFM) system for Nortel Networks Real Estate globally and was instrumental in the Real Estate Department gaining ISO 9001 certification.

Served as Manager of Service Accounts for the Coro Services division of Herman Miller, an organization whose objective was to provide facility services to large, multi-location Herman Miller customers.