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<pre>Array ( [var] => cut_url ) </pre> Resume for Steve A. for Executive Manager in Edmond, Oklahoma. Search More Resumes for Executive Manager on #51GBRAN6S

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Resume for Steve A. for Executive Manager in Edmond, Oklahoma

Occupation: Executive Manager Industry:
Country: United States City: Edmond
State: Oklahoma ZIP: 73012

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Stafford Rd., Edmond, OK
Corporate Strategy/Operations/Turnaround
Analytical, multifaceted senior management professional with more than a decade of experience leading
dramatic turnarounds, building motivated, effective sales and operations teams, slashing overhead costs,
and creating profitability in previously stagnant organizations. Seasoned in executing indepth strategic
analyses and creating proactive “outside the box” solutions. Focused on business growth, with a
reputation for creatively building product/service awareness. Skilled in budget management and
complete P&L functions. Proven track record of resource optimization, leadership skills and exceeding
corporate goals. Dynamic change agent for organizations seeking to enhance capabilities, and expand
market share.
Areas of Expertise
Change Management  Turnarounds  Revenue Gain  Operational Streamlining  P&L
Overhead Reduction  Process Reengineering  Strategic Planning  Team Leadership
Operations Management  Team Motivation  Budget Planning  Business Plans  Account Management 
Account Retention Proactive Solutions  Client Retention  Overhead Savings  Process Improvements 
Resource Development  Corporate Strategy and Analysis
Asset Management
Customized manufacturer/distributor; annual revenues: $ million
General Manager
Recruited to turnaround Oklahoma division; division had been significantly in the red for more that
Managed all aspects of Oklahoma physical operation. Implemented local sales pipeline, and grew sales
through improved marketing and sales team performance. Utilized SAP to track daytoday customer
migration and customer erosion, and to create solid quantitative base for division goal setting.
Spearheaded significant organizational culture change, and ensured departmental commitment to overall
corporate mission. Increased cooperation between sales and operations departments. Recruited and
rationalized staff. Eliminated excess overhead and increased efficiency. Managed full P&L and direct
 Increased revenue by % in .
 Grew profits by % in .
 Slashed expenses by $K.
 Led branch to profitability in ; first profitable year in years.
 Redeployed personnel for total savings of $,.
 Achieved $. million in sales vs. sales budget of $. million.
 Attained $. million gross profit vs. gross profit budget of $. million.
 Lowered operating costs to $. million vs. operating expense budget of million $.
 Grew branch operating profit from $, in to +$, in .
STEPHEN L. A.  Page  s
Customized manufacture/distributor; $ million division of $ billion firm
Regional Sales Manager; OKC, Tulsa, Wichita and KC
Recruited by Unisource for division turnaround
Created culture of accountability. Instituted sales pipeline, held sales staff accountable reaching or
exceeding targeted goals, and instituted mandatory personal improvement plans for underperforming
staff. Conducted monthly personnel reviews, and set performance targets. Organized, planned and
presented monthly sales meetings. Developed bonus incentive programs for sales reps in order to drive
performance. Maintained full P&L responsibility for sales organization, operations, and inventory.
Achieved overall financial objectives through management of gross trading margin, fixed/variable
expenses, inventory, and distribution costs. Negotiated favorable pricing models with suppliers, and
increased GTM percentage. Presented semiannual business/manpower reviews to corporate team.
direct reports.
 Exceeded sales forecast by $,, in sales.
 Overachieved budget by $, in gross profits.
 Ranked as manager in Southwest/Southeast Region.
 Achieved successful operation turnaround from $, annually +$, in years.
 Reduced obsolete Inventory by % $,
 Increased business % with key supplier, impacting bottom line +$,
World’s largest business printer; annual revenues, $. billion
Regional Manager
Promoted to lead sales and customer service teams in Arkansas, South Missouri, Kansas, and Oklahoma
Created culture of accountability, upgraded sales team with solid new hires, instituted personal
improvement plans, and ensured that sales team consistently reached target goals. Reported directly to
company president. Changed division from culture of failure to one of success.
 Achieved % of target in .
National Accounts Manager,
Promoted to onsite storage manager for Tyson food account
Led Tyson Foods print standardization project. Increased efficiency, reduced overhead and warehouse
costs. Marshaled resources to automate labeling and inventory tasks that had previously been hand
performed. Implemented software initiative enabling Tyson Foods to distribute PDF, ZPL and USDA
information to plants electronically.
 Created cost saving to client cost of $,.
 Reduced client inventory by .%.
 Slashed client overage items by %.
 Reduced manpower costs to client by manhours daily.
Sales Representative
Built client base. Successfully entered new regional markets.
 Achieved % of targets for three years.
STEPHEN L. A.  Page  s
Bachelor of Science
Oklahoma State University, Stillwater, OK

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