• Proved viability of $25 million to $30 million savings and gained senior management approval for companywide rollout following test program for expanding Sears’ in-house maintenance team. For more information, click here.
  
  
• Prioritized cost-saving opportunities following merger with Kmart. Senior management authorized further investigation and testing of cost savings potential worth up to $40 million annually. For more information, click here.
  
  
• Developed business case and risk analysis to mitigate potentially costly liability claims from major safety problems and remediation costs. For more information, click here.
  
  
• Uncovered material defect on more than 300 retail store roofs that could have resulted in merchandise damage, sales loss, injuries to customers and employees, and catastrophic systems failures. For more information, click here.
  
  
• Facilitated company’s IT infrastructure replacement (projected cost $2.1 million) including development of core requirements, creating business cases, researching options, and bidding out needs.
  
  
• Launched reorganization strategy to directly manage expanded 50-person field management team, 500-member technical group, and 1,500-member support team.
  
  
• Pre-purchased equipment through bidding process and significantly reduced HVAC capital replacement costs up to 43.7%.
  
  
• Recognized for vendor diversity achievements in 2000 by awarding 10.3% of contract value to minority- or women-owned businesses.
  
  
• Implemented two onsite, vendor-paid account management positions for vertical transportation.

• Boosted capital replacement support almost 88% from $37.8 million to $71 million during six years by launching comprehensive forecasting process that prioritized funding needs and requirements. For more information, click here.
  
  
• Saved $1.4 million for company in first year with no cost increases in two years following renegotiation of vendor contract. For more information, click here.
  
  
• Acted as team member for Sears’ ADA Compliance Committee that identified and corrected more than $100 million in compliance deficiencies.
  
  
• Improved budgeting process for $420 annual maintenance expense by creating trend analysis by store, district, region, and month with variance explanations for previous nine years.
  
  
• Decreased quote turn from 4.7 days to 2.6; reduced certificate of insurance non-compliance from 24% to 8%.
  
  
• Raised sales volume handled per department employee from $4.0 to $9.5 million each without increasing FTE staffing.
  
  
• Created job descriptions, career ladders, performance metrics, and review criteria for two national sales support teams and launched employee communication program.
  
  
• Delivered 15.3% payroll savings for national third-party maintenance company and 6.8% for another by reorganizing sales support teams.
  
  
• Led managed-capital replacement budget to within 1% of spend, cultivating $350,000 annual rebates, saving 12.7% bidding door replacement costs, and saving 11.4% cluster-bidding packages.
  
  
• Uncovered client’s fleet management performance issues, researched alternatives, and facilitated rebidding process to secure lower-cost, enhanced-service vendor.
  
  
• Implemented field signatory authority program, allowing managers to sign contracts, including customized, self-contained contracts that included terms and conditions necessary for field and annual training and testing.
  
  
• Revised HVAC’s capital replacement program by changing completion date from August to April, prior to demand.
  
  
• Streamlined capital bidding process, which included packaging all terms and conditions, necessary forms, and contract documents into easy-to-prepare, user-friendly packages.
  
  
• Standardized forms and requirements necessary to secure approvals, streamlining capital funding approval process from two weeks to two days.
  
  
• Developed plans, secured funding, and implemented rollouts for two key safety enhancements to vertical transportation equipment.
  
  
• Devised written workflows and process improvements for handling vendor hiring and placement, processing quotes, and developing and executing on newly scheduled maintenance work.

• Mentored General Manager to assume company leadership following owner's announcement of intent to retire. For more information, click here.
  
  
• Restructured department within first 90 days that included eliminating 25% of staff and promoting employees from in house; developed job descriptions, metrics, and requirements. Morale increased 19%. For more information, click here.
  
  
• Championed employee development programs and mentored nine managers who were subsequently promoted.
  
  
• Crafted turnaround of Major Maintenance Team from worst-perceived performers to one of the top performing teams after having achieved 90% customer satisfaction rating.
  
  
• Effective leadership and open communication through change boosted morale of field management and technical teams during merger when future was uncertain.
  
  
• Planned and coordinated five national field meetings and six regional training meetings.

• Directed development of user-friendly, in-house software application, replacing need for outside vendor and saving company $1.5 million annually. For more information, click here.
  
  
• Secured a $50 million contract by leading team in brainstorming sessions that offered cost-saving options for the customer. For more information, click here.
  
  
• Led cross-functional team including Legal, Construction, and Operations to resolve roofing material defect and pending catastrophic failures.

• Launched expense forecasting model and review process for use by facilities team for analysis of more than 900 stores by month and provider within 25 sub-accounts. For more information, click here.
  
  
• Spearheaded actual spending to within 1% of forecast with total annual capital spending of $71 million.
  
  
• Reduced escalator replacement costs 22.3% in three years by accurately forecasting future needs and bidding multiyear purchasing agreements.
  
  
• Facilitated development of compactor monitor rollout program that saved 17% in trash hauling costs.
  
  
• Improved scheduled Maintenance margins an additional 8% on previously negotiated rates; increased overall scheduled maintenance margins from 11% to 15% and launched $55 million of scheduled maintenance work within 60 days.

• Turned around failing national program and reestablished vendor partnerships by creating six-month plan to correct outstanding issues. For more information, click here.
  
  
• 42% negotiated savings across three years with national vertical transportation maintenance contract.
  
  
• Cultivated seven Partners in Progress, companies recognized as top 1% of Sears vendors.
  
  
• Negotiated no-fee increase for eight years from five engineering consultants.
  
  
• Increased vendor network from 1,200 vendors for 16,000 locations to 1,600 vendors for 30,000 locations within six months; developed critical partnerships with volume leaders within the top three trade categories for spend.
  
  
• Increased vendor partnership meetings from 18 in first half of year to 70 for the second half of the year; January's 288% increase set a monthly record for vendor meetings to 19.

• Launched three new programs to optimize capital funding. Decreased roof replacement costs 15% and HVAC capital costs between 23% and 44%. For more information, click here.
  
  
• Facilitated national training program development for technical and sales teams for national provider of restoration services; wrote four training manuals for client support.
  
  
• Rolled out pulse-point cleaning program, saving $4.5 million annually.
  
  
• Led development of newly created Project Management function, building a $10 million pipeline within three months and executing on $700,000 of actual work with a margin of 15%.

• Earned satisfaction score of 89.9% on capital replacement projects following implementation of program to manage customer satisfaction across eight years. For more information, click here.
  
  
• Acknowledged for outstanding customer support and satisfaction by two clients who required significant changes to sales and support areas.
  
  
• Rewarded 19 certificates of achievement for outstanding customer service by improving processes and obtaining results.