SUMMARY

10+ years developing and implementing strategic and operational best practices.
10+ years of budgeting, financial forecasting, and P&L management experience.
5+ years project management experience in high-pressure, fast-paced B2B environ
ment.
Developed strategic turnaround plans for companies up to $39 million and 127 em
ployees.
Successfully managed departments as large as $10 million and 31 full and part-t
ime support staff.
Extensive experience developing and implementing operations management best pra
ctices.

Financial Analysis Strategic Planning/Development Purchasing/Inventory Control

Vendor Management
Competitive Analysis Distribution Management 3rd Party Logistics Facilities &
Preventive Maintenance
Scheduling & Staffing Training & Development Best Practice Development Profit
and Loss Management

PROFESSIONAL EXPERIENCE
INDEPENDENT CONTRACTOR, Salt Lake City, Utah 2000-Present
Business Strategy Consultant (1099 status) 2000 2008
Developed and implemented strategic turnaround plan for $8 million manufacturer
to simplify production process, improve training and development programs, and
refine competitive advantages to identify new business opportunities, broaden cu
stomer diversification, and increase market penetration.
Instituted strategic operational, performance management, inventory tracking an
d distribution plans for multi-unit retail clients that reduced operational cost
s by $2.3 million and improved cash flows by more than $4.7 million over a 5 yea
r period.
Partnered with Chief Executive Officers, and other client leaders to identify,
develop, and monitor key performance objectives, measurements, and metrics to dr
ive strategic growth and performance initiatives.
Advised clients on product fit with strategic objectives, product realignment i
nitiatives, and to market strategies to strengthen client relationships and incr
ease revenue per customer benchmarks.
Directed $15 million bottling manufacturer on job costing, annual operating bud
get, and process improvement initiatives. Changes culminated in development and
implementation of a company-wide, performance-based incentive structure.
ABS/GPS CONSULTING / GEORGE S. MAY INTL. CO., Buffalo Grove, Illinois 2005-2009
Senior Business Consultant / Project Director
Restructured inventory, dispatching, and financial operations for $20 million,
6 location tire retailer. Changes reduced operating costs by $540 thousand over
the preceding 12 months.
Conducted in-depth reviews of organizational processes for clients, proposing r
ecommendations for, and developing, best practices in interviewing & hiring, tra
ining & development, skills assessment & performance evaluation, benefits & comp
ensation, and incentive/bonus compensation programs.
Developed associate consultants in organizational and financial gap analysis, r
ecommendation and best practice development and implementation. Development res
ults lead to the promotion of 13 associate consultants to the position of Projec
t Director.
Spearheaded restructuring of national sales force, vendor/partner distribution
and inventory management processes for a nationally recognized online retailer.
Resulted in 197% sales increase since FYE 2005.
FEDERATED/MAY DEPT. STORES, Salt Lake City, Utah & Hayward, California 1999-200
4
Area Sales ManagerFoleys/Meier & Frank (2000-2004)
Selected to transform sales operations of 40K-ft2, $4.5M mens division at one o
f Federateds flagship stores.
Devised inventory shortage control strategy for store departments that captured
$105K in first-year savings. Solution was adopted division-wide, resulting in $
3.5 million in savings for company.
Trained and developed store personnel in shortage strategy development and exec
ution to reduced mens division shortage from 2.1% to 1.3% vs. previous year.
Developed and executed strategic assortment plan and secured relationships with
community leaders which facilitated an additional $240 thousand in special orde
r mens clothing sales.
Surpassed corporate sales growth by 14% in various divisional categories.
Leveraged national sales events, effective merchandising tactics, and personal
associate sales targets to drive 12% annual sales growth.
Honored with numerous awards for superior sales/management performance while se
rving as acting store manager in absence of Store Manager.
Group Sales ManagerMacys West (1999-2000)
Oversaw sales performance and service delivery of 16-person team to establish r
apport with clientele and drive sales for $6 million home store division.
Exceeded corporate sales average by 15% in multiple strategic categories by col
laborating with buyers to ensure procurement of top-selling items.
Recognized for superior shortage performance through associate shortage awarene
ss and outstanding physical inventory execution.
Spearheaded Customer Service Committee that devised/executed service strategies
that improved customer satisfaction scores by 6%, achieving divisional rank of
#4 out of 78 stores.
SEARS, ROEBUCK, AND CO., Seattle, Washington 1999
Sales Manager / National Trainee
Fulfilled an interim assignment as Sales Manager in $3 million Mens, Kids, and
Shoes department.
Co-Manager of $10 million Brand Central department overseeing computer and elec
tronics departments.

EDUCATION
MBA, Executive Program University of Phoenix, Taylorsville, UT, 2005
BA, Russian/East European Studies Brigham Young University, Provo, UT, 1999
SYSTEMS KNOWLEDGE
QuickBooks Premier/Enterprise, MAS 90/200, Accpac, Retalix, MS Access, Salesforc
e, Basecamp

PROFESSIONAL AFFILIATIONS
BYU Management Society