In this role, I oversee 3 distinct companies: Hogg Fuel & Supply, Transit Petroleum, and Transit Lubricants.Took the helm of the petroleum company, adapting quickly to the quick pace of this business while also maintaining oversight of the lubricant company. Overhauled operations and sales processes to maximize efficiencies and reduce costs which led to significant per unit profitability increases—73% in fuel and 159% in lubricants. Took over the ready-mix concrete company in 2021 and boosted per unit margins by 67% within 3 years. Maintain P&L responsibility and continue to set the strategic direction and provide day-to-day operational oversight spanning all 3 companies, providing guidance to 5 direct reports and visible leadership to 80 employees.Select Highlights:▪ Grew fuel sales by leveraging reciprocal business relationships with raw material suppliers. Initiated and continue to manage relationships with these key accounts which have enabled expansion into new delivery areas.▪ Brought in a new customer base that added $6M+ in sales per year by spearheading a commercial fuel cardlock project at a new location, coordinating all aspects of the build from planning and permitting to commissioning and marketing.▪ Increased inventory turnover ratio and reduced overall inventory carrying costs by creating an ERP Purchasing query, providing insights on dead stock and slow-moving inventory and enabling data-backed purchasing decisions.▪ Enhanced customer satisfaction by introducing a mobile point of sale delivery system that barcoded and tracked fuel dispensing, providing valuable insights that allowed customers to more accurately cost their jobs and monitor equipment performance.▪ Lowered WSIB premiums by 37% which saved $87,000 through rebates within 2 years. Collaborated with a 3rd-party consultant to implement the WSIB Excellence Program, fostering a healthier and safer workplace environment.

Promoted to oversee the fuel company and ensure a broad range of daily operations ran smoothly, including pricing, supplier relations, sales management, and key account management. Gained a reputation as a pragmatic problem solver who was always ready to tackle a project or unique challenge. Hired the right people for the right roles, cleaned up systems and processes, and revamped sales training and incentives—providing everyone with the tools and support needed to thrive. Fostered a high-performance environment where people’s ideas were valued, and creative brainstorming was the key to unlocking innovative solutions.Select Highlights:▪ Boosted sales team performance by creating and implementing a new gross margin commission structure, focusing sales representatives on generating net new business with profitability targets.▪ Reduced days sales outstanding by approximately ∼50% by creating unique payment terms and incentivizing customers with an early payment discount for switching to pre-authorized debit payments.▪ Negotiated enhanced payment terms with suppliers, such as increasing payment due dates from 10 to 21 days which significantly lowered our carrying costs.▪ Reduced headcount from 8 to 4 clerks by simplifying administrative processes and systems and redefining roles/responsibilities.

Managed the sales team while wearing a variety of other hats and learning as much about the business as possible from the owner. Traveled with sales representatives to meet customers and observe their techniques, reviewed call reports, and provided guidance and coaching on sales best practices.

Transitioned to the purchasing side, deepening relationships with suppliers and sourcing rare products while keeping costs down. ▪ Expanded decorative plywood offering by becoming a product champion, visiting mill and supplier sites to get first-hand understanding of product quality and deepening relationships with key contacts.▪ Saved a key account by creating an outsourcing program and lowering costs, yielding the extra benefit of selling lumber to new manufacturer, buying back the parts, and reselling them to existing customer which doubled profit margins.

Earned promotion to customer service and operations manager, overseeing warehouse operations and productivity of 15 warehouse personnel, 10 drivers, and 4 inside sales reps.

Started in inside sales and learned the logistical side of sales, processing orders and coordinating deliveries, which provided the foundation for a strong business acumen. Segued into outside sales and steadily grew the territory through relationship development and in-depth product knowledge, selling $1M+ in sales per month.▪ Developed well-honed relationship management and value-based sales techniques through extensive training.