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| FM Facility Maintenance (fka IPT, LLC), Hartford, CT |
2008 - 2009 |
Recognized expert in facilities maintenance management for clients with multi-site retail locations.
Senior Vice President, Vendor Relations
Led 30-member department on boarding vendors into coverage; handling all quotes, developing scheduled maintenance scopes, bidding/negotiating services, plus capital projects, and vendor training.
- Boosted morale 19% within first 90 days by reorganizing department into core functions, creating new supervisor level, replacing 25% of staff with better quality, creating job descriptions, performance metrics, and redesigning critical workflows.
- Launched $55 million of scheduled maintenance work within 60 days; increased scheduled maintenance margin 36% for new work and enhanced margin 8% on renewed work.
- Completed $700,000 in new business in first six months at 15% margin after establishing Project Management Office (PMO) and building $10 million pipeline within three months.
- Raised sales volume handled per department employee from $4.0 to $9.5 million each without increasing FTE staffing.
- Grew vendor network 33% within six months by developing partnerships with volume leaders to accommodate expansion from 16,000 to 30,000 locations.
- Increased face-to-face vendor meetings 288% as foundation for developing partnerships.
- Facilitated closing of $50 million contract by developing alternative cost-savings proposals with documented 10% savings potential for sales team.
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| John G. Mengelson, Inc., Naperville, IL |
2005 – 2008 |
"Your Business Solutions Group" consulting with small- to mid-sized service-related companies on people, processes, workflow, and technology issues to establish best practices.
Consultant
Provided onsite consultations with clients to evaluate current operations and propose several action plans to achieve client objectives.
- $2.1 million IT infrastructure replacement implementation facilitated for client including business case development, project scope, bidding, and monitoring deliverables and milestones, while ensuring owner and senior leadership satisfaction.
- Delivered 15.3% payroll savings for one national third-party maintenance company and 6.8% for another by reorganizing sales support teams, which increased customer satisfaction without affecting ability to support workflow or customer needs.
- Facilitated development of training program for national provider of restoration services by authoring four extensive training manuals for technical and sales teams plus supporting materials required for live training program.
- Secured lower-cost vendor with enhanced services for client’s fleet management activities by uncovering performance issues, researching alternatives, and facilitating re-bidding process.
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| Sears, Roebuck & Company, Hoffman Estates, IL |
1996 – 2005 |
National big-box retailer employing 300,000+ people with revenues of $43 billion before merger with Kmart.
Manager, Facilities Services (2004 – 2005)
Led engineering consultants and management team tasked with managing 2,000-person national field maintenance team, directly controlling $71 million in capital spending, with oversight for $235 million facilities maintenance and $55 million housekeeping budgets, and supporting $197 million energy budget.
- $40 million annual savings projected as team leader in Sears/Kmart facilities maintenance merger by realigning dissimilar operations to determine best practices, which identified 25 cost take-outs.
- Developed reorganization strategy to manage expanded 50-person management team, 500-member technical group, and 1,500-person support team with redefined territories to minimize drive time while maintaining optimum ratio of Sears to Kmart facilities.
- Received senior management approval for companywide rollout after developing and testing program to expand Sears’ in-house maintenance team to manage all Kmart facilities with $25-30 million in projected annual savings.
Manager, Major Maintenance (1998 – 2004)
Managed all business functions for spending of $71 million in capital replacements projects with field project managers, bookkeepers, business analyst, and engineering consultants.
- $100 million of compliance deficiencies identified and corrected as team member on Sears' ADA (Americans' with Disabilities Act) Compliance Committee.
- Reduced capital funding approval process from two weeks to two days by standardizing forms and requirements necessary to secure approvals.
- 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.
- 43.7% cost reduction realized for HVAC capital replacements by pre-purchasing equipment through major bidding process that also provided control of product delivery to ensure on-time installations.
Manager, National Contracts (1996 – 1998)
Managed all national and major regional contracted services supporting facilities maintenance, including $55 million for housekeeping, $8 million for vertical transportation, and $8 million for trash hauling.
- $100 million of compliance deficiencies identified and corrected as team member on Sears' ADA (Americans' with Disabilities Act) Compliance Committee.
- Reduced capital funding approval process from two weeks to two days by standardizing forms and requirements necessary to secure approvals.
- 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.
- 43.7% cost reduction realized for HVAC capital replacements by pre-purchasing equipment through major bidding process that also provided control of product delivery to ensure on-time installations.
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| L & L Enterprises of Illinois, Inc., Woodridge, IL |
1990 – 1996 |
Diverse consumer products and services company.
Co-Owner
Managed business operations and marketing for mail order catalog of children's books and three ServiceMaster franchises.
- Increased hourly rate from $45 to $110 for Disaster Restoration services by uncovering insurance adjustor payment formulas and conversations with peers, then changing billing practices to mirror acceptable pricing.
- Doubled Disaster Restoration business for three ServiceMaster franchises in three years by creating relationships with local insurance agents and adjustors and reinforcing reputation for quality work and customer satisfaction.
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| Lord & Taylor, New York, NY |
1986 - 1990 |
National specialty retailer currently with 135 locations, primarily in the Northeast.
Operations Manager, Schaumburg, IL (1989 - 1990)
Managed entire store operations including HR, security, receiving, payroll, staffing, expense management, and inventory control for $35 million store with 175 employees, including 5 direct and 10 indirect report managers.
- Implemented corporate-mandated downsizing program that eliminated 25% of managers and 20% of staff yet maintained same levels of store performance through process improvements.
- Maintained smooth store operations through nine-month complete store remodel.
Operations Manager, Aurora, IL (1987 - 1989)
Managed entire store operations including HR, security, receiving, payroll, staffing, expense management, and inventory control for a $13 million store with 130 employees, including 6 direct and 11 indirect report managers.
- Trained, mentored, and promoted two assistant operations managers and two HR managers.
- Managed all activities to lead store to three consecutive store inventories of 0.5% shortage levels or less.
- Supervised store conversion to first-ever POS system during same period as storewide inventory.
Department Manager, Vernon Hills, IL (1985 - 1987)
Managed entire men's department area, including 3 divisions and 25 departments with sales of $3 million. Managed 17 salespeople and 1 assistant manager, with responsibility for merchandise stocking, floor presentation, price markdowns, inventory control, staff scheduling, reviews, and talent development.
- Increased sales 24.3% in two-year period, including 6.5% during first six months.
- Reduced departmental inventory shortage from 2.4% to 1.0%.
- Trained and promoted two assistants to Department Manager.
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