Resume - Over 18 years of extensive experience Maintaining a Safe Work Culture, Budgeting...

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Resume #80148

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TARGET: EQUIPMENT & FLEET MANAGEMENT
Over 18 Years of Leadership, Management, and Supervisory Experience within Equipment, Fleet and Facilities Operations - Subject Matter Expert in Equipment Maintenance Processes and Policies - Proven Track Record of Success in Meeting Goals Across Broad Areas, including 6-Figure Cost Reductions, Operational Reorganization, Equipment Utilization Increases, Multi-Location Management, and Technology Conversions - 12 Years of Experience in Mining Industry Equipment Maintenance

Results-proven management professional skilled in managing complex operations, diverse teams, and large equipment inventories. Decisive leader with exceptional team building, relationship development, and problem resolution skills applied to employees, customers, and partner companies. Skilled in training, mentoring, coaching, and evaluating team members. Astute analyst and planner in short-term and long-range objectives. Core knowledge and skill areas include:

Multi-Site Location Management Logistics & Supply Optimization Workforce/Resource Allocations Turnaround Management Plans
Quality/Safety Assurance Standards Facility Layout/Redesign Strategies
Asset Lifecycle Analysis/Evaluation Asset Utilization and ROI Results Enterprise Technology Integration Regulatory Compliance Matters Replacement/Rebuild Scheduling Executive-Level Recommendations

PROFESSIONAL EXPERIENCE

ERS CONSTRUCTORS (Pipeline Division of WSCI), Denver, CO, 2008-2009
Equipment Manager
Oversaw equipment fleet with 2,500+ pieces of equipment, including over 110 pieces of heavy construction equipment, 280 vehicles, 11 Class 8 trucks with trailers and 4 fuel/lube trucks; managed team and reported directly to the CFO of WCSI. Held full decision-making authority to specify, purchase, and sell equipment assets. Hired, trained, supervised, and retained employees. Negotiated national supply chain contracts and incentives, established equipment maintenance policies and procedures, developed and implemented vehicle assignment policies, and redirected equipment usage for highest utilization. Formulated positive cash flow and planned/administered department budgets.

Selected Accomplishments:
- Increased equipment utilization from 77% to 91% through the development of equipment availability schedules and communication of this availability to both division managers and field personnel.
- Transformed the Transportation / Trucking department into a revenue-generating operation, securing the necessary documentation, permits, and insurance that allowed department to gain revenues outside the company.
- Consolidated maintenance into a single shop location and shifted the utilization of the maintenance team members to provide in-house vs. outsourced repair services, leading to savings of up to 40%.
- Established the annual budget for combined WSCI and ERS departments in excess of $8 million.

ERS CONSTRUCTORS (Pipeline Division of TIC), Denver, CO, 2002-2008
Equipment Manager
Oversaw all aspects of equipment fleet involving 900+ pieces of equipment (over 90 pieces of heavy construction equipment, 120 vehicles, 11 Class 8 trucks with trailers, and 4 fuel/lube trucks. Managed $7 million annual budget. Developed immediate and long-range plans for fleet and equipment management, including preventive maintenance and service scheduling. Negotiated acquisitions, coordinated equipment utilization and transportation, and developed operator training/certification procedures. Created the "Below Zero" safety management program.

Selected Accomplishments:
- Revamped the direction, scope, and workforce within the Equipment department, reversing previous 4-year record of budget deficits and achieving positive gains in 4 of the last 6 years.
- Developed system for multiple location equipment maintenance and logistics management to align with organization's expansion goals, enabling the company to grow continuously over the past 4 years (with out-of-area and remote projects generating revenues of $21-28 million annually).
- Reduced maintenance repair costs by 12% each year from 2003 to 2006, generated $2.6 million reduction in total fleet ownership costs, and cut costs $45,000 annually through outsourced services.
- Participated on year-long conversion team, developing equipment segment of new SAP accounting system and strategies, policies, training, and oversight for "go-live" launch.
- Received 2 Safety Awards for over 70,000 man-hours/2+ years and over 30,000 man-hours/1+ year worked without a recordable incident, respectively. Initiated the 1-800 "Safe Driver" program.

AMERICAN CIVIL CONSTRUCTORS, INC., Littleton, CO, 1997-2002
Equipment Manager
Managed 4,500-piece equipment fleet, supervising direct reports in transportation, mechanic services, and administration (34 total personnel) while reporting directly to the company president. Developed fleet management strategies, capital expense and lease budgets, and preventive maintenance/service schedule plans. Formulated and managed $9 million-plus annual budget. Analyzed equipment cost and asset lifecycle to reduce costs, managed coordination of equipment utilization and transportation requirements, and established equipment resources for out-of-area projects.

Selected Accomplishments:
- Reduced repair maintenance costs by $226,000 over a 2-year period through development of preventive maintenance and service schedules, including oil sampling programs.
- Served as a key member of the conversion team, developing the equipment segment and interface for a new JD Edwards accounting system. Developed the solutions, processes, and team training to ensure that the system met its "Go Live" date on time.
- Recommended split of equipment department into 2 service areas (Heavy and Light Civil), resulting in improved communications/focus and service towards the needs of the company.

SAMSONITE CORPORATION, Denver, CO, 1997
Production Supervisor
Managed several areas within the Injection Molding department, including hard-side case components, small parts, maintenance, and tooling. Oversaw personnel, resources, processes, and projects.

Selected Accomplishments:
- Converted 5-day work schedule into continuous 7-day schedule within the Injection Molding department without incurring overtime costs. Reduced labor costs by 4+% as a result.

** Prior position as Maintenance Superintendent with Mid-Continent Resources, Inc. Managed fleet with 180 pieces of underground mining equipment. Additional employment information can be provided as requested.

EDUCATION & TRAINING

Certified Equipment Manager Program Association of Equipment Management Professionals
Mine Maintenance Management Colorado Mountain College, Glenwood Spring, Colorado
Automotive & Diesel Mechanics Central Texas College, Kitzingen, Germany
Managing Multiple Locations Skill Path Seminars, Albuquerque, New Mexico
Leadership Course, 36 Hours FMI Leadership Institute, Florissant, Colorado
Professional Membership Association of Equipment Management Professionals

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