With a career history reflecting a highly successful combination of operations management and business development achievements, and having had equal success in leading revenue growth, margin improvement and market expansion, I have gained the full array of skills necessary for seeking positions in an organization that would include roles as a Business Manager, General Manager and/or Operations Manager. My achievements, attest to my compelling and persuasive leadership, creative problem-solving and organization abilities, as well as my calm professionalism in the face of management-level stress.
LARRY D. BEAIR
BUSINESS MANAGER · GENERAL MANAGER · OPERATIONS MANAGERCombining Achievements in Operations Management and Business Development FunctionsDelivering Success in Leading Revenue Growth, Margin Improvement and Market Expansion
AREAS OF STRENGTH & EXPERTISE
· P&L Responsibility· Operations Administration· Staff Supervision· Staff Development · Strategy Planning & Execution· Project Management Lifecycle· Vendor Negotiations· Trend Analysis/Optimization · General Management· Relationship Building· Needs Assessment· Performance Evaluations
PROFESSIONAL EXPERIENCE
PATENT CONSTRUCTION SYSTEMS … Columbus Ohio 2007 to Present
Rents commercial scaffolding, shoring and wall form systems to contractors; operates 37 branches nationally via approximately 3700 employees with revenues exceeding of $440 million. Major clientele includes AEP, Bechtel Corporation, and UGI Corporation.
Regional Operations Manager
Administer all facets of daily operations and turnaround strategies in Columbus, Ohio and Detroit, Michigan branches; oversee and ensure performance of 8 direct reports comprising warehouse/yard staff and administrative associate at each location.
Accountable for profit/loss performance of shipping/receiving costs, operating, labor, equipment and capital budgets, sales forecasting and inventory control; scope of responsibilities include contractor communication, order assembly, equipment delivery, confirmation, pick up, maintenance and damage charges, forklift and moving vehicle service and maintenance, facility safety and security, and vendor supply negotiations.
Operational Improvements · Immediately after assuming position, orchestrated initiative relocating Columbus facility to 5-acre parcel and 12,000 square feet of warehouse and modified office space; conducted 4-week project while simultaneously maintaining business operations; separated damaged equipment and salvaged/modified 8 truckloads of equipment for reuse (saving $150,000).
Cost Savings · Reduced labor costs 25% (in Columbus branch) as well as increased operating efficiency/inventory control through development of structured yard storage areas separating equipment and consolidating product lines; also reduced labor costs 15% (in Detroit branch) via similar measures.· Reduced labor costs 20% at both branches via placement of site-specific staging areas for loading and unloading both equipment and supplies.· Lowered equipment damage 20% at both branches by introducing new banding, stacking and handling procedures; also enabled faster and more efficient loading.· Minimized need to bring equipment shortages from other branches and saved freight costs via establishment of standard operating procedures and maintenance program (with returned equipment cleaned, repaired or replaced within 72 hours after receipt).
Staff Development · Reversed underperforming operations through mentoring of yard/warehouse and administrative staff; worked hands-on with staff to gain trust and instill sense of accountability and ownership for performance.· Introduced “Employee of the Quarter Award†recognized staff for outstanding attitude, exemplarily work performance and safety.
Program Development · Created safety program and returned integrity of operations to industry standards; also developed equipment maintenance program outlining service requirements and respective intervals for forklifts and work truck; program drastically reduced equipment breakdowns, enabled longer life cycle and increased operator accountability.
LITHKO CONTRACTING … Plain City, Ohio 1997 to 2007
Non-union concrete construction company; includes vertical and flat concrete construction in commercial sector; operates 7 offices nationwide and generates $300 million annually; operations supported by 700 employees. Primary clientele included Turner Construction, Gilbane Construction, Duke Development Corporation, Opus Development Corporation, The Limited Corporation and Barton Malow Construction.
Special Projects Manager
Functioned in equipment management role spearheading planning and coordination of equipment needs for construction projects; located and purchased equipment from outside vendors, negotiated rates, scheduled pickups and deliveries, and researched and tested new products and methods.
· Recognized as resource specialist and sought to locate specific items utilized less frequent or mandated by project specifications; included location of hard to locate equipment “as equal†substitute.
· Served as quality consultant addressing and resolving issues with concrete placement; consulted with local and national industry experts (facilitated via contributions to industry associations), performed field case studies and established standards based on project profiles.
· Saved $400,000 (25%-30%) in equipment costs through development of rental equipment tracking system; listed rental equipment per project jobsite and worked with project leads to ensure equipment returned during completion of project phases.
· Reduced overall rental costs 20% via implementation of single source rental program contractually agreeing with outside equipment rental suppliers to provide exclusive discounted rate structures along with annual rebates based on equipment classifications; program adopted nationally in conjunction with 5 rental company suppliers operating nationally.
· Lowered small tool rental costs $225,000 (30%) annually through overhaul of purchasing practices; catalogued purchases, required tool repairs (versus immediate disposal), enabled maximized use and eliminated need to purchase new tools for larger projects.
BAKER EQUIPMENT LLC
Subsidiary renting specialized equipment to concrete contracting industry.
General Manager
Carried out sales and operations including new client retention and rental equipment inventory scheduling, maintenance and repair (including delivery vehicle); profit and loss responsibility for branch operations, budgeting and finances relative to rental, equipment repair/damage and supply/tool sales billings; coordinated maintenance and security for 5,000 square foot warehouse facility and outdoor storage area. Supervised mechanics (2) and truck driver. Functioned as safety control officer accountable for rental operations and DOT compliance.
· Orchestrated and implemented business plan launching company; determined and adjusted quantities and types of equipment as well as small tools, supplies and parts needed to inventory.
o Company utilized successful business plan and startup strategies to launch branches in Orlando, Florida (2000) and Tulsa, Oklahoma (2003); included operations supported by 80 staff (each) and generating approximately $8 million total.
· Secured business with accounts including Baker Concrete Construction, Lithko Contracting, Northeast Concrete Construction and Unlimited Concrete Construction; increased sales revenue for both equipment rentals and materials/supplies by targeting smaller concrete contracting firms without sufficient fleets or supply sources (for specialized items used in industry).
· Prevented reserved and unrepaired equipment from shipping to projects through implementation of tagging system indicating equipment readiness status; system determined equipment status and enabled effective management of database.
· Enabled $50,000 (15%) savings in travel labor and equipment damage repairs through creation of simplified equipment card (placed on equipment) displaying basic operating instructions and troubleshooting tips and warnings; assisted novice operators with equipment functionality and saved on travel to sites for repair work.
· Member of taskforce formed to select new inventory software, Rental Man; enabled customization of financials, inventory control, utilization and other management reports; spearheaded improvement to inventory software enabling maintenance of proper inventory levels and allowing central purchasing more effective management of purchasing practices, reduced costs of over buying, and virtually eliminated inventory discrepancies.
· Reduced costs 20% through volume purchasing via development (in collaboration with headquarters) of national account agreements with tool, supply, material and maintenance/repair parts vendors; included negotiations with companies comprising Dewalt Tools, Marshalltown, Allen Engineering, Hilti Inc., Bobcat Inc. and Multiquip Inc.
· Saved approximately $40,000 annually through development of revamped inventory system; provided ability to maintain accurate inventory levels of goods most commonly used with automatic restock each week.
CRETOR CONSTRUCTION EQUIPMENT
Non-union startup business subsidiary renting specialized concrete placement truck boom pumps for use on both residential and commercial projects.
General Manager
Developed and executed 5-year business and marketing plan focused promoting services to area concrete contractors and major home builders throughout Franklin, Union, Delaware, Madison and Fairfield counties; grew company to 4 trucks, 4 full-time operators, and part-time operator generating revenues of $2 million annually.
Complete profit and loss accountability for operations and business development including budgeting, project bidding and pricing, scheduling, parts and supplies inventory; billing, accounts payable and accounts receivable; management and security of 8,000 square foot warehouse.
· Within 1st year of operation, increased sales to $250,000; outcompete competitors through development of relationships, credibility and reputation exceeding customer expectations (ultimately leading to several large projects awarded).
· Acquired new unit (valuing $750,000 - $1 million) every year for 3 years.
· Secured business with accounts including Lithko Contracting, Baker Concrete, Messer Construction, Dugan and Meyers Construction, Kokosing Construction, Shelly Company, Smoot Construction, and M&I Homes.
· Completely overhauled existing safety program consistent with concrete pumping industry standards (facilitated through membership in American Concrete Pumping Association); program provided certifications and allowed company to bid on projects (as specifications required operator certifications).
· Enhanced business functions as well as strengthened customer relationships through development of customer survey allocated to customer groups; survey collected feedback on equipment and operator performance on individual projects.
· Reduced need to outsource major maintenance repairs through implementation of program dispatching operators to seminars sponsored by manufacturers of concrete pumping equipment; improved operator problem-solving as well as enabled proactive daily inspections to improve understanding of issues.
EDUCATION
OHIO NORTHERN UNIVERSITY … Ada, Ohio
WAYNE STATE UNIVERSITY … Detroit, Michigan
Liberal Arts & Business Curriculum
MILITARY EXPERIENCE
U.S. Army, Specialist 4th Class Aviation Division, Honorable Discharge
PROFESSIONAL ASSOCIATIONS
Precast Concrete Institute
American Concrete Institute (Past President, Columbus Chapter)
Builders Exchange of Central Ohio
Ohio Ready Mix Concrete Association
American Sub-contractors Association
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