Every company’s operational management and sales performance initiatives must work effectively together if both are to succeed. Creating this successful union of necessary and complementary functions has been the continuing hallmark of the VP of Operations level work I am seeking.
Through enterprise-wide integration, productivity growth and business development, and a comprehensive set of analytical, planning, organizational and leadership skills, I am well positioned to smooth your company’s path to achieving its greatest possible level of performance.
I have shown myself to be highly energetic, creative, persistent and strongly self-motivated in achieving the most challenging of goals in the tough and always demanding construction, contracting and engineering markets.
BERNIE L. ARNOLD
VICE PRESIDENT OPERATIONS
P&L / Best Practices / Business Development / Growth Planning / Project Management Systems / Productivity / Budgeting / Change Leadership / Cost Control / Team Development
I played a key role in planning and guiding the evolution of companies in rapidly changing markets to meet growing competitive and economic pressures. I offer the ability to build business from start to finish through a unique background in both sales and operations. I have significantly expanded service capability and revenue.
ï± Building success through collaboration
ï± Leading high impact business development initiatives
ï± Opening new offices and business sites
ï± Integrating sales and operations
ï± Leading large projects to completion
I have an MS in Environmental / Civil Engineering, and a BS in Chemical Engineering from the University of Tennessee. I am flexible, innovative and willing to tackle tough challenges with energy and purpose.
SELECTED ACCOMPLISHMENTS
Quickly repositioning company to move toward strongest markets. Major business expansion for Robertson Airtech from Central America did not materialize in the wake of global economic downturn. Rapidly established cost containment program, facilitating company’s divestiture of its Service Group and construction market exit.
Refocusing business development on highest margin categories. Colonialwebb had concentrated on small, short term, fast paced projects. Emphasized strategic focus toward larger, longer term, higher dollar work. Redirected sales efforts while establishing major project management structure. Grew revenue from $14M to $25M.
Controlling costs by minimizing uncontrollable risk factors. Variations in field labor productivity made accurate cost projection difficult for Colonialwebb. Introduced innovative, shop-based prefabrication of mechanical systems under controlled working conditions. Cut project costs over traditional field assembly 20%, saving up to 4% EBIT.
Launching new business site and operations. Enabled Lee Mechanical to enter Virginia market in graduated steps, minimizing potential startup costs and risk. Established estimating services, followed by project management capability, and ultimately by full administrative and sales support. Quickly obtained six new projects.
Starting up office able to immediately generate significant revenue. Staffed and installed project control systems for new Limbach Industrial Group office. Built rapid market acceptance based on demonstrable success. Established $14M sales benchmark the first year, subsequently increased to $46M in five years.
CAREER HISTORY
Executive VP & COO, Robertson Airtech International, 2009. Managed commercial, industrial, institutional and governmental contracting operations for Construction Division. Headed engineering, design, fabrication and installation services. Controlled $12M budget and led team of 28 in meeting challenging project schedules.
Division Manager - Construction, Colonialwebb Contractors, 2004 to 2008. Held $30M P&L responsibility for operations oversight with this $200M+ provider of mechanical and electrical construction services. Drove 78% business growth over four years, and record $20M fiscal year business surplus.
Virginia Operations President, Lee Mechanical, 2003 to 2004. Established Virginia office for this $30M mechanical contractor specializing in turnkey construction, retrofit projects and maintenance. Personally secured multi-million dollar projects. Created project cost management manuals. Controlled $2.5M budget. Led team of 25.
VP and Branch Manager, Limbach Company, 1997 to 2003. Recruited to start up the company’s industrial group. Planned, staffed and managed industrial division expansion into Virginia for this $350M mechanical / industrial contractor. Held P&L responsibility for all operations. Controlled $25M budget.
Prior Assignments: Senior VP, Fischbach Corporation. Director of Sales, IT Corporation. Sales Manager, Dravo Engineering and Construction.
Personal Profile: As part of my community commitment, I am actively involved in neighborhood and community growth and development organizations. In my free time, I enjoy golf, skiing, biking, walking and reading.
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