<h3 style="text-align: center;"><b>EXECUTIVE DIRECTOR OF OPERATIONS
</b></h3><p style="text-align: left;">Strategic Planning | Process Development | Operations Management | Strong Analytical Skills | International Business | Performance Management | P&L Budgets | Project Management | Contract Negotiations | SWOT Analysis | Vendor Negotiations | Technical Development | Process Improvement | Asset Management | Multi-site Management | Franchise Management | Continuous Improvement
</p><p style="text-align: left;">An engaging Executive Director of Operations committed to motivating top performance, delivery, and strategic revenue growth. Demonstrated track record of progressive roles across various enterprises, known to be responsible, respectful, resourceful, and innovative in solving challenging business problems. Vast experience offering a unique perspective toward cross-functional team building, enhanced team training, developing leadership, and implementing innovative strategies to meet and exceed business goals. Adept at understanding customer and organizational needs and implementing creative solutions.
</p><p style="text-align: left;">EXPERTISE
</p><p style="text-align: left;">• Presenting programs to build culture and empower employee development.
</p><p style="text-align: left;">• Driving revenue growth over 30% at $50M and cost savings over $250M.
</p><p style="text-align: left;">• Facilitating high-level dispute resolution improving first-call fixes by 29%.
</p><p style="text-align: left;">EXPERIENCE
</p><p style="text-align: left;">Independent Purchasing Cooperative – Subway Restaurants
</p><p style="text-align: left;">IPC is an independent SUBWAY® franchisee-owned and operated purchasing cooperative.
</p><p style="text-align: left;">Senior Program Manager Feb 2012 | Jun 2020
</p><p style="text-align: left;">Developed industry-leading programs and services for over 10,500 Subway franchisees (27,000 restaurants) in North America that centered on operational and energy efficiencies. Managed multiple P&L budgets from $250K-$500K. Played a vital role in specifying and sourcing core equipment for Subway restaurants. Led a cross-functional team to discover, vet, test, and implement new equipment technologies for improved restaurant efficiencies and cost savings.
</p><p style="text-align: left;">• Collaborated with a third-party development team to deliver the GoService Application for all Subway franchisees on-time and under budget. The app provided asset tracking, service contractor listings, self-help instructional videos, maintenance and operation, and end-to-end field service dispatching.
</p><p style="text-align: left;">• Implemented a post-warranty Subway service network for North America saving over $15M. Drafted and collaborated with the IPC Legal team negotiating costs and deliverables. IPC vetted and contracted each provider to deliver quick response times and minimal first-time fix KPIs.
</p><p style="text-align: left;">• Created an OEM spare parts program for the US and Canada generating over $14M in savings over 8-years. Created a central distribution point and negotiated unprecedented discounts and preferred freight terms for all participating franchisees.
</p><p style="text-align: left;">- Improvements included - 60% more inventory on hand, later hours of operation, 30% improvement on freight costs, 12% better discounts on average, and improved fulfillment rates by 35%.
</p><p style="text-align: left;">- The new partners employed more customer support agents, many bi-lingual, reducing hold times by 18%.
</p><p style="text-align: left;">• Introduced new tech-forward, reliable equipment, and served as the SME for all equipment considerations. Tapped to pivot role responsibilities to an active supply chain role. Created the framework and process to ensure the right equipment solution matched the restaurant application. Led a cross-functional team to discover, vet, test, and implement new equipment technologies becoming the owner of equipment initiatives and the advisor for Subway.
</p><p style="text-align: left;">• Developed an equipment reliability program decreasing equipment breakdowns by 38%. Worked with all Subway equipment suppliers on a monthly data feed that represented all equipment problems in the field. Provided Subway and IPC reports that the team analyzed for corrective action and created a corrective action plan with follow-up to ensure effective and sustainable solutions.
</p><p style="text-align: left;">• Generated cost savings over $15M by introducing a Subway equipment service maintenance network care plan. Researched Subway locations and operators regarding equipment care and handling. The proposed business plan increased each restaurant franchisee’s revenue by lowering the cost of maintenance and repair.
</p><p style="text-align: left;">• Developed an energy outsourcing program saving an average of 17% on each energy bill for participating Subway locations at zero Capex to the franchisee. Components installed include demand management systems, LED’s, HVAC catalyst, sensors, controllers, and smart appliance-IoT technologies. This program will ultimately bring $76M in energy savings while reducing Subway’s carbon footprint.
</p><p style="text-align: left;">- Crafted an agreement with a third party to offer a 10-year energy-saving guarantee to Subway operators.
</p><p style="text-align: left;">- Many items were installed in each restaurant to decrease demand as well as enable the vendor to leverage large-scale buying power to negotiate better rates on a macro level.
</p><p style="text-align: left;"><b>Unified Brands – A Dover Company
</b></p><p style="text-align: left;">A leader in the foodservice equipment industry encompassing five industry-leading branded product lines.
</p><p style="text-align: left;">National Service Manager Jan 2007 | Feb 2012
</p><p style="text-align: left;">Established and managed an international service network of independent, contracted authorized service companies to provide field installation, warranty repair and distribution of OEM parts for a manufacturer of commercial foodservice products. Managed the aftermarket parts department, $250K average budget, warehousing, order taking and fulfillment, and shipping to a worldwide customer base. Responsible for over $25M inventory, $12M in revenues and enhanced profit margins. Leader for the most profitable segment of the business by fostering improved relationships with 12 major distributors. Performed vetting, due diligence, and integration of two acquisitions and four co-branding initiatives.
</p><p style="text-align: left;">• Created a culture of employee empowerment decreasing the problem resolution cycle by 38%, call loads reduced by 28% and customer satisfaction improved. Directed a technical support team of advisors and parts support personnel. Created a foundation of expectations, metrics, clear communication, and allowed for escalation avoiding decisions to be made.
</p><p style="text-align: left;">• Decreased same sales warranty costs by 23% since 2007. Utilized warranty data to drive improvements internally with product design, assembly, and quality assurance.
</p><p style="text-align: left;"><b>Heritage Foodservice Equipment – New Orleans
</b></p><p style="text-align: left;">Director of Operations May 2004 | Jan 2007
</p><p style="text-align: left;">Recruited in the acquisition of AP Louisiana, to manage all aspects of the commercial restaurant service and parts distribution company for the Gulf Coast South region. Responsible for hiring, training, developing personnel, increasing revenues and managing key initiatives. Ensured that tasks were met on-time and under budget. Developed a network of subcontractors to cover remote areas of the Gulf South. Key player in the post-Katrina reconstruction efforts for the restaurant industry in New Orleans.
</p><p style="text-align: left;"><b>AP Louisiana
</b></p><p style="text-align: left;">Owner, Founder Jul 2001 | May 2004
</p><p style="text-align: left;">Owner of commercial restaurant equipment service, maintenance, and parts distribution company. Responsible for every facet of daily operations that included, but were not limited to business strategy, finance, process management, compliance, annual operating plan as well as office, fleet, and facility operations.
</p><p style="text-align: left;"><b>The Middleby Corporation</b></p><p style="text-align: left;">Director of Technical Services Jan 1998 | Jul 2001
</p><p style="text-align: left;">Provided the strategic development, direction and execution of technical service, parts distribution, and support for the worldwide leader in the manufacture of commercial equipment in the industrial sector. Credited with improving customer service, technical support network and field service delivery, quality, and execution. First-call fix metrics improved by 29%. Warranty costs as a percentage of sales improved by 12% from 1999 to 2001. Implementation of strategies generated replacement parts sales revenues growth over 30%.
</p><p style="text-align: left;">Earlier career roles include: The Sabre Group, Consultant; The Frymaster Corporation, A Welbilt Company, Manager of Training, Documentation, and Publications.</p><p style="text-align: left;"><b>EDUCATION
</b></p><p style="text-align: left;">Bachelor of Science (BS) | Computer Information Systems | Northwestern State University
</p><p style="text-align: left;">Bachelor of Science (BS) | Business Administration | Northwestern State University
</p><p style="text-align: left;"><b>TECHNOLOGY
</b></p><p style="text-align: left;">Microsoft Office (Word, Excel, PowerPoint, Access), Slack, MS Project, MS Dynamics 365 in desktop, laptop, and mobile environments, Zoom, GoToMeeting, Skype, Salesforce, WebEx
</p><p style="text-align: left;"><b>KEY ATTRIBUTES
</b></p><p style="text-align: left;">Strategic Roadmaps, Change Management, Cost Containment, Business Strategy, Time Management, Process Re-engineering, Process Improvement, Vendor Relations, Stakeholder Capitalism, Innovation, ROI Analysis, Program Management
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