ALFRED A.

MCCANDLESS, II
839 Avenue C
Redondo Beach, CA 90277
am10de144@westpost.net
Mobile Phone: 213.393.0944
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OPERATIONS, SALES & MARKETING EXECUTIVE
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Strategic business planning, market expansion, revenue growth and relationship m
anagement have stood as cornerstones of a 30+ year career with key players in th
e transportation services industry. A continuous improvement specialist and chan
ge manager whose experience encompasses mergers, acquisitions and turnarounds.
Manage from the field with an unwavering commitment to creating a customer-focus
ed environment characterized by open communication and teamwork. Oversaw remote
teams and multi-state operations; managed P&L for business units exceeding $240M
annual revenues.
* Poised to take on new challenges
* Available for unlimited travel
* Six Sigma Green Belt Certified
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PROFESSIONAL EXPERIENCE
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THE SCULLY COMPANIES, INC.
Fontana, CA
Vice President of Sales and Marketing
Apr. 2006 to Present
Brought on board to inject new business ideas and approaches aimed at breathing
life into a sluggish sales and marketing program, enhancing Scully brand, expand
ing customer base, and increasing revenues for all product lines. Formulate and
guide dynamic sales and marketing program that is fully-integrated across compan
y's three operating units: Scully Transportation Services, Scully Truck Rental a
nd Leasing, and Scully Distribution Services.
Products/Services: Dedicated contract carriage services to customers in 25 locat
ions throughout 11 western states. Full-service truck leasing, commercial truck
rental, and contract maintenance services through a network of maintenance facil
ities in Fontana, City of Industry, Montebello, Hayward, West Sacramento, and St
ockton, CA, as well as in Phoenix, AZ.
Team: 17 personnel-directors of business development and fleet operations; senio
r account managers and account reps; marketing and rental managers, administrati
ve staff.
+ Work closely with branch personnel, customers, and prospects while maintaining
total involvement in sales process, from beginning to end.
+ Establish clear goals and objectives; enforce staff accountability and reward
performance.
+ Implement "open-door policy" with staff, customers and prospects; respond to i
ssues before they become problems.
+ Collaborate with executive team and department managers to share best practice
s, develop and implement all-inclusive continuous improvement programs, and char
t strategic direction for the company.
+ Perform integral role on transition team assembled following recent company ac
quisition; maintain transparency with customers and ensure seamless hand-off of
business and services to new owners.
Key Contributions & Ongoing Initiatives
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+ Select performance indicators:
-- 22.4% increase in full-service lease revenues since 2006
-- 126 new 3rd party agreements signed 2006 to 2010
-- 829 new active commercial rental accounts added from 2007 to 2010
+ Championed and led total rebranding of company sales and marketing collateral
and created a fresh and progressive company image.
+ Opened pipeline of prospects and built brand awareness by developing target cu
stomer profiles and leveraging online and traditional marketing tools to continu
ously tap prospects.
+ Stood toe-to-toe with industry giants and enticed customers to switch brands b
y developing dedicated business models and offering value-added services that se
t Scully apart from the competition.
+ Initiated monthly outreach program to re-enforce top-of-mind awareness with cu
stomers and prospects while providing recipients with useful business tools and
information.
+ Captured key metrics for enhancing customer service and improved customer-surv
ey response rate from 5% to 25%+ by rewriting survey questions to cover all phas
es of customer engagement and utilizing online surveying tools.
+ Enhanced sales process and motivated staff to peak performance by revising com
pensation program to include incentive payments relative to quota/target thresho
lds.
+ Bridged communications across geographic boundaries and provided venue for sal
es staff to share best practices, industry news, competitor trends, and goals by
implementing weekly conference calls.
+ Identified key performance indicators and designed/implemented balanced scorec
ards to proactively manage and link strategy, marketing and sales.
+ Implemented quarterly, full-day sales meetings to strengthen staff skills and
team work through information sharing, role playing and presentations by vendors
and internal business partners.
+ Increased customer satisfaction by implementing a documented management inspec
tion process and readiness check list for all rental and lease vehicles to ensur
e cleanliness before being placed back into service.
PENSKE TRUCK LEASING
Multiple locations
Oct. 1980 to Oct. 2005
Launched career as a rental account manager and competently navigated through mu
ltiple business changes and challenges leading to numerous promotions. Implement
ed various quality improvement and organizational development initiatives and he
lped formulate and drive strategies for controlling expenses, generating revenue
s, strengthening market position and growing the business. Most recent positions
and highlights:
AREA VICE PRESIDENT
(Apr. to Oct. 2005)
Oversaw operations at 31 corporate locations spanning Southern and Central Calif
ornia and Hawaii. Supervised 8 area staff managers and 7 district managers, with
indirect oversight of nearly 600 union and non-union associates.
Key Contributions
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+ Rolled out and chartered seven Green and one Black Belt Six Sigma projects fol
lowing DMAIC project methodology.
+ Expanded area's market share and set the foundation for exceeding $240M annual
revenue in 2005.
+ Put the area on track to exceed 2005 Business Plan Pretax Projections by 25%
District Manager, Los Angeles
(Jan. 1990 to Apr. 2005)
Led aggressive turnaround of an underperforming and unprofitable district. Ident
ified issues that impeded growth and profitability and implemented comprehensive
strategies aimed at workforce restructuring, staff training, collective bargain
ing, financial controls, and vendor/supplier relations.
Key Contributions
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+ Achieved profitability within first 18 months and produced strong, sustained g
rowth throughout tenure-from $14M in 1990 to more than $42M in 2004.
+ Consistently exceeded Business Plan Pretax Projections, averaging more than 10
% annually.
+ Improved customer satisfaction and retention, earning a 94% customer satisfact
ion rating.
+ Realigned staffing structure for increased accountability and efficiency; spur
red higher staff morale and improved job performance.
+ Played integral role as contributing manager for one merger and two acquisitio
ns. Helped formulate methodology for seamlessly integrating former competitors'
assets, properties, and personnel.
+ Doubled district size to four locations; increased number of associates to 76
and authorized agents to 26; expanded fleet to 2557 units.
Prior Positions with Penske
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Four promotions over seven years:
+ District Manager, San Francisco (Jan. 1987 to Jan 1990)
+ District Manager, San Diego (Sept 1983 to Jan. 1987)
+ Lease Account Sales (May 1981 to Sep. 1983)
+ District Rental Manager (Feb 1981 to May 1981)
+ Rental Account Manager (Oct. 1980 to Feb. 1981)
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EDUCATION & PROFESSIONAL DEVELOPMENT
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Bachelor of Arts, Political Science
UNIVERSITY OF SOUTHERN CALIFORNIA
Los Angeles, CA
+ Phi Kappa Psi Fraternity - President
+ Completed numerous sales and management courses and workshops focused on human
resources management, Socratic sales methodologies and business continuity plan
ning.
+ Hold valid California Commercial Driver's License (CDL)