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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Liatris Drive
Frankfort, IL Street Address
PHONE NUMBER AVAILABLE (cell)
EMAIL AVAILABLE
Professional Background
Management professional with a record of achievement in the profitable operation and management of a variety of businesses in the construction, manufacturing and transportation related industries. Proven expertise in the managing and directing of diverse groups to grow revenue, strengthen margins and maximize profitability. Outstanding communication skills, strong interpersonal/sales abilities and substantial problem solving capabilities. BBA, the University of Notre Dame (Finance/Marketing)
Professional Experience
EK Industries 40 year old family owned and operated specialty chemical manufacturer
Operations Manager (Joliet), July 2016 to current
Decreased spending on raw materials 15% annually by rigorous inventory control of both raw materials and finished goods inventory
Eliminated loss of finished goods inventory due to expiration by introducing just in time production for lower volume product lines and robust communication with our key accounts, especially distributors.
Decreased average turn-around time for orders from 120 hours (5 days) to 48 hours, by accurately forecasting customer demand, better understanding of our finished goods inventory, improved pick and pull processes and better coordination between production and shipping departments.
Introduced costing analysis, determining statistically the actual cost to EKI of the products we were selling. As a result, eliminated a number of unprofitable products, streamlining our product offering and focusing our growth efforts on our core strengths.
Introduced first across the board price increases in over 20 years. Created atmosphere where customers would expect annual, negligible price increases to reflect annual production cost increases, thus protecting our margin.
Increased operating revenue 15% in first year, despite giving all employees long overdue raises and hiring additional employees.
Introduced formal training processes for all employees and all roles. Initiated monthly employee safety meetings to address all hazards in our operation. Oversaw all compliance matters, particularly in regards to the DOT and FDA.
Liquid Environmental Solutions, Inc. nationwide non-hazardous liquid waste transportation and treatment
Division Manager (Chicago), March 2014 to June 2016
Increased revenue 15%-20% a month compared to same period in 2013
Through cost control measures and increased revenue, moved facility from negative to positive EBITDA.
Oversaw design and construction of waste water treatment plant and truck receiving area remodel, resulting in greater plant efficiency.
In cooperation with sales force, increased customer base, moving from solely a commercial transportation services client base, to a robust combined industrial/commercial base, ensuring long-term revenue growth.
Decreased chemical spend over 20% by negotiating and signing long-term service agreements and consolidating vendor base.
Introduced new plant schedule, allowing LES to operate 24/5 while decreasing over-time expenses and increasing plant volume and revenue.
Initiated meetings with all regulatory agencies, including ILEPA, federal EPA, and the Metropolitan Water Reclamation District to ensure compliance. Received 100% compliance scores from all agencies. Most importantly, received 5 year certification to discharge from MWRD.
Qualawash Holdings, LLC - national tank trailer and IBC washing, repair and testing provider; waste water treatment
Chicago Area Operations Manager, January 2012 to February2014
Increased monthly top-line revenue over 50% since January through increased revenue/unit, as well as overall volume.
Moved facility from negative net income (February) to positive (March). Making substantial contribution to corporate net income.
Lowered operating costs each month, to level of 60% of gross.
Initiated meetings with all regulatory agencies, including ILEPA, federal EPA, the Metropolitan Water Reclamation District and OSHA, to ensure compliance. Received 100% compliance scores from all agencies.
Increased customer base, resulting in the doubling of IBC revenue and increased Tank Wash revenue.
Designed and oversaw construction of new locker rooms, new offices, improved IBC production area and 7 acre yard, including inspection racks and new, 20 station heating/steaming pad.
Worked with contractors and installed new, high efficiency interior and lighting systems, as well as state of the art, wireless security camera system for entire facility.
Increased employee pool from 30 to 50, including two billing specialists, a Chicago based sales representative, a compliance officer, tank wash and IBC managers, two maintenance specialists, as well as 13 new production staff.
Met with all vendors, resulting in volume price cuts, as well as the introduction of new, more efficient products and processes to increase bottom line revenue.
CBSL Transportation Services, Inc. liquid bulk transportation, tank trailer and IBC services, tank trailer reconditioning
Operations Manager, Chicago (Corporate Headquarters), January 2009 to December 2011
As manager of all Chicago operations, grew 2009 revenue 50%, to $9M and increased profitability 200% to $1.35M (15% margin), by focusing on and expanding work in our high margin divisions (Tank Wash and IBC). 2010 revenue $12M with profits of $2M (17%) and 2011 $15M with profits of $2.5 (17%).
Oversaw a 2 year, $2M expansion and improvement plan, which doubled tank wash and IBC production areas, built new locker and break rooms for staff, installed energy efficient, LED lighting in the 10 acre yard, constructed a driver s lounge, and refurbished and modernized the entire office space.
In cooperation with the IT department, developed smart pad applications for all our departments across the entire work process. As a result, customers are billed in real-time, virtually eliminating disputes and delayed payments, and allowing Chicago daily operations to be financed entirely on cash flow.
Overseeing our Responsible Care membership initiative, to be completed in Q1 of 2013. This has resulted in the development of an entirely new employee manual, web-based training modules for all employees, re-written safety and production rules, community outreach and enhanced environmental safe-guards.
Initiated and over-saw new maintenance protocols for all CBSL-owned equipment, including company-owned tractor trailers (6), chassis (50+), ISO containers, IBC containers, forklifts, heavy lifts and spotters.
Tighten procurement controls, re-qualifying all vendors, negotiating prices, payment terms and conditions; reduced parts costs by 15%.
Successfully managed all compliance matters, including DOT (trucking department), OSHA (tank wash and IBC departments), and state and federal EPA.
In cooperation with sales staff, broadened our customer base, while growing business with existing customers, by bundling services and offering customized services to meet customer and market demands.
Safway Services, LLC - Motorized Division nationwide vertical access equipment services
Division Manager/Product Manager, August 2005 to December 2008
First employee hired for this new start-up division opened three regional depot centers to service and maintain
Motorized Division s fleet of vertical access equipment, hired managers for each location, and established all depot operational procedures.
Division created $1.8M in branch sales in Y1, $8.4M in Y2 and $14M+ in Y3.
Traveled to all 80 branches over first two years to provide technical and sales training to branch personnel on
Motorized Division equipment and to support each branch in local sales and marketing efforts.
Negotiated national service contracts, ensuring $2M in revenue for at least three years.
Developed strong relationships with select vendors, creating limited list of suppliers and negotiating favorable pricing
and support structures.
Worked with vendors and Safway engineering, safety and legal departments to establish and implement technical
training programs for field technicians, as well as unique, specific O&M procedures for each piece of equipment
offered by the Motorized Division.
In cooperation with wind energy customers and vendors, designed and produced the SafAscent Platform for external
maintenance of wind towers, blades and nacelles. Sold 60 units, realizing $1.3M in revenue and a profit of $260k.
Built a rental fleet that created $110k/month in branch revenue.
Worked with corporate IS and marketing departments for adoption within the Motorized Division of the Salesforce
CRM program, and assisted in later role out to entire company.
USA Hoist, Inc. Chicago-based vertical access equipment services
Operations Manager, April 2001 to August 2005
Managed all daily field O&M activities and shop manufacturing operations of 85 union personnel.
Grew annual revenue 15% annually from 2001 to 2005, realizing gross revenue of $35M by 2005.
Improved operating margin every year, from 10% in 2001 to 15% in 2005.
Planned and delivered long-term maintenance initiatives, including the development of an automatic lubrication
system on entire fleet of construction hoists, prolonging equipment life and reducing repair costs by $1M/annually.
Technical liaison between company and contractors - visited job sites to ensure viability of equipment, trained
union operators on hoist operation, and ensured contracts were profitably executed.
Ensured that the jobs performed by the union elevator mechanics and ironworkers were both efficient and cost effective in order to maximize profits on a job to job basis.
Chicago Research and Trading/NationsBank futures and options open-outcry trading
Trader/Floor Manager, June 1991 to March 2001
Traded 5-year Options on the floor of the Chicago Board of Trade
Education
University of Notre Dame - Bachelor of Business Administration, Marketing and Finance (GPA: 3.2/4.0) |
