Joe D. OPERATIONS
18ChangeCircle • Bottomline, PA 19555• (XXX) XXX-0000 •
Senior Operations Executive
Profit-driven executive with 12+ years of success in leading multistate operations to increasedproductivity, greater efficiency, and multimillion-dollar revenue growth.
PROFESSIONAL EXPERIENCE
LAZY PACKING, Philadelphia, PA2/2010 – Present
Manage 425,000+ packing shipments in21 states with $500M+ in annual revenues. portfolio includes Class A office buildings, mixed-use projects, hotels, hospitals and medical complexes, standalone garages, surface lots, valet parking sites, concierge services, transportation intermodals, major entertainment/event parking, and university parking.
Transitioned to corporate leadership role following LAZY Packing’s acquisition of GE’s packing management business and quickly gained new third-party business, increased revenues, and improved profits.
Regional Vice President –Reporting to resident, direct business operations at 78 third-party facilities in New Jersey, Pennsylvania, and Delaware, with 800+ employees.
•P&L Oversight:Ensure profitable and transparent management of $79M in annual collected revenues.
•New Business Development:Increased net operating profit more than $350,000, in just nine months, through acquisition of eight new third-party management accounts. Continue to grow business pipeline that expands market share and increases revenue to the region.
•Real Estate Acquisitions:Coordinate all due diligence for financial analysis of large-scale real estate acquisitions, including successful $450M P3 municipal acquisition for the City of Bottomline, PA.
•Union Contract:As lead negotiator for teamsters union contract in Nowhere, DE, secured favorable terms which increased net revenue by 7% based on expense savings.
•Client Relations:Develop and nurture relationships with 22 owners/owner reps among client portfolio of seven business types including hospitals, hotels, condo associations, retail malls, and municipal parking authorities.
•Business Negotiations:Negotiate business terms and contract language for all regional business operations.
•Marketing Management:Oversee development and presentation of proposals and RFP responses.
•Construction Oversight:Serve as senior project manager for all new construction and renovation.
BIG CAPITAL REAL ESTATE, Washington, D.C.1/1999 – 2/2010
North America’s premier owner, manager, and developer of parking facilities, parking 20 million cars annually.
Advanced into positions of increasing leadership and influence in 10-year tenure marked by significant improvements in turning around underperforming businesses, achieving substantial revenue and client growth, and opening up new regions to rapid profitability.
Market Officer (10/2005 – 2/2010) –Selected by COO for a high-priority, high-visibility role to turn around Philadelphia Region that was experiencing significant issues with union campaigning, revenue losses, and underperforming management.
•New Business Development:In less than two years, added 12 third-party properties and increased revenue more than $3M. Completed $19M real estate transaction for newly developed condo garage, the largest garage acquisition in the Philadelphia Metropolitan Region.
•Operations Management: Provided asset yield management of 18 owner rep locations and 5 third-party locations with $34M in annual collected revenue. Managed 100,000 sq. ft. of ground floor tenant space for retail properties.
•Leasing & Retail Management:Secured brokers and leased45,000 sq. ft. of vacant retail space during 30-month period; increased bottom-line revenue by $2.8M at an average of $62 per foot.
Continued
Joe D. Operations Page Two
PROFESSIONAL EXPERIENCE continued
•Construction Oversight:Project managed development of $36M, 1,000-stall garage facility in Center City Bottomline; completed and delivered project under budget and on time.
•Industry Honor:Earned recognition by New York Parking Association with 2006 Award of Excellence for New Design.
•Staff Supervision: Trained, motivated, evaluated, mentored, and directed performance of 300+ employees.
•Client Relations:Managed all third-party relationships with owner reps for different silos to include hospitals, hotels, condo associations, commercial tenant buildings, and retail malls.
•Negotiations:Negotiated all contract language and business terms for new business acquisitions.
Division General Manager (12/2001 – 10/2005) –Handpicked for newly created position to direct operations at 22 locations in Washington, D.C., Maryland, and Virginia; oversaw Vehicle Claims Department and After-Hours Supervision staff.
•P&L Oversight: Provided fiscally sound management of $16M in annual collected revenue; developed and supervised annual budget process and financial analysis for Washington, D.C. market.
•Business Turnaround:Transformed four troubled facilities that were operating at a deficit into profitable operations within 18 months by installing revenue-collecting equipment and reducing burdensome manhours.
•Client Relations: Effectively resolved tenant issues, provided solutions for parking facility use, and developed financial reports for revenue analysis and remediation.
•Marketing & New Business Development:Expanded region to 34 locations and 275 employees within two years.
•Risk Management:Evaluated all potential new business deals for legal compliance and financial feasibility.
•Corporate Honors:Chosenby executive team as Top Talent Performer for two consecutive years and selected to serve on CEO’sAdvisory Council.
•Talent Management: Identified and developed two high-potential operations managers and mentored them in all facets of operations role; both are currently serving in general manager positions within the company.
Operations Manager (1/1999 – 12/2001) –Took on management of $6M region with 12 locations and increased the bottom line to $8.7M in less than two years. Supervised 12 facility managers.
•Financial Oversight:Collected $3M of $3.5M in inherited receivables from company merger; increased portfolio revenue more than 15% in one year through comprehensive internal auditing procedures and technology introduction.
•Business Turnaround: Raised store performanceranking to #1 companywide in revenue growth as compared to peers by exceeding budget plan by more than $1.3M for two consecutive years.
•Corporate Honors:Received award as Operations Manager of the Year in 2000; selected to participate on COO’scommittee to fast track and develop top talent.
BEAR CHAIN INC.,Key Largo, MD1/1998 – 1/1999
Chain of hardware supply and home improvement retail stores.
In 12 months, substantially increased revenues, cost savings, and profitability.
Store Manager –Recruited to turnaround an underperforming store; immediately implemented an effective cost-reduction plan that offset declining revenues and reduced exposure to inventory shrink.
•Business Growth: In one year, increased annual store revenue from $38M to $42M.
•Efficiency Improvement:Implemented price labeling system for multiple store sets and merchandising promotions for 35,000 sq. ft. store.
•Staff Supervision: Directed performance of 220 employees and managers in departments including plumbing, electrical, hardware, painting, customer service, and receiving.
•Cost Savings:Reduced overhead by 9% annually, year over year, worth $1M+ in bottom-line savings; reduced store inventory shrink by 16% as compared to prior year.
•Safety & Compliance: Achieved 100% reduction in worker’s compensation claims amounting to $300,000 savings from prior year; launched committee to enforce safety procedures and provide clear understanding of OSHA practices.
EDUCATION
GENERAL ELECTRIC TRAINING
Six Sigma Certified
Senior Leadership Executive Training Certification
Personnel Relations Leadership Certification
SEEMORE COLLEGE, Saratoga Springs, FL
Economics Major