*Established new department focusing on projects requiring higher involvement with the customer. *This new department has quadrupled in size and quadrupled in sales since its inception in 2015. I now lead a team performing estimating, sales, and project management functions.*Work in-depth with customers, owners, & architects to aid in project design while achieving proper product function, desired aesthetics, and best value for the customer.*Estimate and sell projects while making the customer's budget & schedule a priority.*Manage projects by working with manufacturers, subcontractors, and multiple internal departments to keep project on schedule while maintaining and/or exceeding profit goals.*Assist customers with problem resolution and recommend products and/or services to achieve a solution.*Created new processes to successfully service the quick needs of customers and the ever-changing schedules of their projects.

• Established new sales & production facility in Indianapolis.• Overcame startup expenses and achieved a profit in second year of branch being established.• Grew branch from 2 to 12 employees, 1 to 3 sales channels, and added 4 departments within first 5 years.• Increased small, quick-invoicing project sales from 15% to 35% of total sales volume in past 2 years.• Developed sales accounts with key customers and managed their ongoing projects.• Worked with customers to assess ideal products and services to fit their needs.• Monitored expenses and constantly evaluated suppliers for best cost/value ratio.• Communicated with both branch and corporate employees to maintain company principles, address concerns, and assess needs for proper support and growth.• Provided guidance in sales, customer service, project management, production, shipping & receiving, installation, inventory management, and access control departments.• Trained new employees on products and services offered by LaForce and its suppliers.

• Created a new production scheduling system and transformed the company’s production scheduling method from reactive to proactive, allowing production to be planned for months ahead.• Increased communication and visibility between sales, project management, and production departments to provide customers with more accurate information on their orders.• Empowered production planning employees to be vocal and make decisions in lieu of funneling everything through the production coordinator.• Planned 400+ production man-hours/week for corporate production plant and (6) branch production facilities based on minimum 80% efficiency.• Assessed the needs of (25-30) salespeople and (35-40) project managers versus the inventory, capacity, and capabilities of all production facilities to provide products on time at the lowest cost.• Trained new production planning employees on products offered by metal frame department and major suppliers.

• Reviewed project documents and material lists to compile material estimates for sales.• Determined proper supplier for material procurement based on order size, product mix, and project completion.• Negotiated with suppliers for best price and product lead-time to increase profitability and ensure on-time delivery.• Submitted detail product orders to suppliers and reviewed status post-order.• Managed 90 man-hour/week production schedule for expedited lead-time machining shop.• Maintained inventory levels for expedited machining shop using Just-In-Time principles.• Trained new employees on products offered by the wood department and its suppliers.