Managed newly acquired $3.6M venture providing Waste Transfer services to internal and external customers. Devised, deployed, and monitored processes integrating this new business line into existing corporate structure.
•Created productivity benchmarks, safety, maintenance and paperwork measurements and Performance Appraisal process.
•Undertook maintenance operations leadership of 150-vehicle fleet following departure of Maintenance Manager, Shop Foreman, and one-third of the Technicians five months after combining (3) shops into a single location. Cut average past-due PMs by 60% and significantly reduced Road Calls, Door Traffic and Post-Trip Write-ups by boosting morale with 5S methodology to organize equipment, parts and supplies plonked from multiple locations & weekly meetings to review progress and expectations; Initiating communication, cooperation and coordination with Operations to provide trucks for scheduled service; Partnering with vendors for major repairs.

Oversight of compliance, fleet maintenance and administrative processes for $9M carrier providing Material Hauling and Waste Transfer solutions to construction, mining, waste, and environmental customers.
•Reconstructed and updated Fleet Safety Policy and Employee Handbooks to encompass current regulations, laws, policies, processes, and procedures.
•Streamlined practices and enhanced correctness and timing of Licensing, Permitting, Taxation, Mileage and Fuel usage reporting, compliance, filing and renewals.
•Implemented new Fleet Maintenance Software with detailed equipment, component, and installed parts databases, improving PM tracking and scheduling, and providing records for internal analysis and DOT compliance. Created criteria, forms, workflow, and processes for PM, Repair & DVIR services, driver and tech communication.
•Effectively addressed significant “Safety Management Process Breakdowns” identified during USDOT Safety audit.

Provided financial & other consulting services to support strategic decision making, change management & process improvement through analysis & recommendations regarding expenses, assets, safety, & compliance.
•Developed formal financial review process, including revenue & expenses by product line; preparation of financial plans utilizing time series analysis; forecasting & monthly budgets with phased sales & capex initiatives.
•Evaluated vehicles, tooling, equipment, facilities; forecasted time frames for replacement or refurbishment, leveraging Capex purchasing power and resources.
•Devised methodology to predict fleet size, age & composition. Reduced costs by defining standard specs, chassis & component life; vendor partnerships; order planning; new disposal outlets, second use & transfer.
•Created Safety Committees & Compliance Manual. Facilitated & measured progress towards employee, vehicle, equip., housekeeping & electrical safety initiatives & regulatory compliance

Operations and sales management of branches in Buffalo and Rochester, comprising 44 employees supporting 750 regular customers in a 14-county area, generating $9.5M in annual direct sales.
•Developed strategy to restructure, stabilize and revitalize Buffalo branch after a 23% decline in GP (2005-09):
•Hired new salesperson, implemented fresh marketing to generate sustainable sales; Realigned responsibilities to reduce personnel expenses; Completed offsite location integration into main branch; Accelerated cosmetic facility repairs to improve staff morale, restore pride and customer confidence in our market commitment.
•Invested in Rochester branch training, tooling, equipment, vehicles, and vendor partnerships to support new drilling activities in the Marcellus Shale gas formation; Increased tech headcount 18% to maintain quality, timely customer service and provide capacity for additional opportunities. Sales increased 28%, GP 17% from 2009-11.

Operations and sales responsibilities for a team of 25 techs, 14 parts and service staff, 2 branch-based and 3 region salespeople supporting 600 regular customers in an 18-county area, generating $10.6M in annual direct sales.
•Retained 93% of pre-recession GP dollars, all technicians, and most support staff despite permanent losses of a large Military contract, lucrative Zinc Mine customer and a major Parts Reseller (2008-09).
•Created 10-hour / 4-day workweek to improve 2nd shift recruitment and retention; Conceived and implemented quarterly Meetings to review financial, metric and contest achievements, employee accomplishments, planned facility improvements, etc. Branch Awards and Achievements for 2009: Penn Power Branch of the Year; Highest Operating Profit as % of Revenue; Highest Rated Penn Branch by Penske SOS; Highest Emissions Products Sales

Led transformation of 2-year-old Carrier associate dealer into autonomous full line branch; Sales increased 140% and GP 138% from FY 2003 to 2005 through investments in New 2nd shift and Road technicians; Outside Sales, Service Writer, Parts Counter and Delivery staff; Tooling, equipment, vehicles, and location remodeling.
•Facilitated overhaul of (4) 11,000-hp Ferry engines entailing 22 techs from Germany & 15 from 5-Penn branches, (12) shifts per week at two off-site locations. Coordinated parts, tools, equipment, vendors, lodging, and meals.

Formulated policies, strategies and provided overall direction for Branch Operations, Sales, Sales Administration, Marketing, Vehicle Purchasing, Asset and Process Management for seven branch locations with over 500 customers, $20M in sales, 150 employees and 3,000 vehicles.
•Focused staff attention on life cycle vehicle planning, adjusting fleet size, mix and age to reflect market and competition, support lease customers, reduce maintenance costs, improve utilization and profitability.
•Reviewed and adjusted fleet size, mix, age, condition, safety and appearance to reflect market preferences and competitive offerings, achieve customer support requirements, absorb surplus equipment, reduce maintenance costs, and maximize customer satisfaction, utilization and profitability.

Planned, directed, and coordinated Lease, Contract Maintenance, Rental and Marketing activities by establishing sales goals, training programs and procedures for 10 salespeople and 5 support staff.
•Introduced concept of “Customer Focused Selling” to sales group through training in customer needs assessment, identification of strategic objectives and philosophies, benchmarking, marching prospect expectations to provider abilities and creation of a new Sales Interview questionnaire.

Managed process of specifying, purchasing, ordering, setting- up & delivering $4M in annual vehicle acquisitions through continuous assessment of customer preferences, competition, regulations, liability, warranty, technological innovations, trade & timing considerations, vendor compliance with company objectives, buying group programs, asset management & maintenance objectives.
•Introduced Asset Management concept & created reporting to focus company attention on life cycle vehicle planning & profitability, & vehicle management’s role in enhancing customer acquisition & retention.
•Developed consistent specification, component & option packages to align company specs with competitive offerings & reduce parts, labor & training costs by decreasing the number of component suppliers & variations. Simplified vehicle selection process for customers & salespeople, allowing for long term price guarantees, enhanced dealer services & reduced vehicle purchase pricing through vendor partnerships

Responsible for focusing management attention on the service, satisfaction, retention, growth & profitability of 80 accounts with $8.5M annual revenue.
•Analyzed account profitability, identifying maintenance, administrative & rental concerns; Implemented strategies to improve asset & customer economic performance; Developed & applied methods to improve customer service delivery & increase company returns
•Ensured contracted services were delivered by creating Customer Care Plans to communicate requirements to the customer service team, align customer expectations with service capabilities & establish a productive working relationship between appropriate team members & the customer
•Measured customer service team performance vs. goals, taking corrective actions as warranted, implementing changes as required, & assisting customers in quantifying the value of services provided.
•Directed contract services in 19 locations for Integrated Logistics divisions’ $63M Xerox account