Resumes by Industry: Executive VP and Senior Director

Business Manager VP Level

Pat Hernandez
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Over 20 years progressively responsible financial, administrative, computing and management experience. Dedicated, multi-talented team builder who develops improved methods/systems and manages and grows people.

Seeking position in a non-profit agency that needs a leader to set goals, coordinate, develop and manage operations for financial/accounting, administrative, IT and HR activities. Special talents in bringing together diverse groups, leveraging technology for efficiency, facility management and quality processes.


Have set up multiple offices for operations from scratch, including site selection and lease agreements, facility preparation and buildout, contractor management, relocation, and arrangement of all office and administrative services.
• Reduced payroll process from 1-1.5 full days of manual labor to 1 hour per week, by installing an electronic time card system, hiring an outside processing service, and re-classification of certain staff as independent contractors.
• Accommodated extensive expansion of personnel and computer equipment in existing building through use of "creative" remodeling, and managing carpentry, plumbing and wiring contractors to maximize space, as well as assessing and updating information and file storage needs.
• Devised and implemented staffing and incentive plan designed to rejuvenate long term non-profit workers and help them career plan, in addition to hiring in new, enthusiastic and experienced staff.
• Created independent $7 million purchasing and accounts payable operations and trained the staff in procedures.
• Created an in-house non-profit accounting system, reduced external accounting fees by 50% and improved real-time access to data. Recategorized all data according to non-profit accounting principles and created QuickBooks Pro database. Improved information on spending patterns based on restricted and non-restricted accounts.
• Generated several thousand dollars per year in interest by moving cash flow funds into interest-bearing money market account. Installed online banking so funds could be transferred into business checking account as required.
• Completed selection, installation and set up of networks and telephone systems for multiple locations, including one global system. Extensive knowledge and use of TQM processes.
• Recommended and contracted technology leasing program and developed modern Local Area Network (LAN) for non-profit faced with cash flow challenges and outdated/inconsistent computing equipment and systems. Introduced email, Internet and file sharing capabilities and trained staff to use these tools.
• Sourced, purchased and installed multipurpose Blackbaud database software to facilitate real time communication of financial and donor information with external fundraising consultant.
• Led successful integration of two diverse technical departments into one technical team through team-building skills, career development and goal setting. Raised average performance evaluations for all staff members one full grade higher, as approved by the same reviewing manager.
• Eliminated need for capital expense to upgrade financial systems software and equipment by shifting processing work to sister company with excess capacity.
• Created "Help Desk" software and system to log and prioritize requests, and created a TQM team with representatives of all departments. Reduced technical problem resolution times from 7+ days to 2 days, while user satisfaction improved from a 1.6 initial rating (on a 0-5 scale) to over 3.0 within the first 4 months.


Ran group of 10 full-time staff, 20 part-time staff, 20 independent contractor teachers for this art museum with a $750,000 annual budget. Museum produced 4-6 art exhibitions per year plus provided 3 terms of art classes for children and adults. During this time, the art collection increased tenfold, activities tripled and a $5 million fundraising goal was set.

Conducted all bookkeeping (A/P, A/R, G/L, fund accounting, sales and employment tax returns, bank reconciliations, cash management), contract and grant administration (e.g., contracts with school district to provide art classes), budget management (museum operations budget, city-owned facility budget), HR administration (hiring, firing, health insurance benefits, 401K, payroll), facility and personnel management (maintenance, staffing, reception, office administration), as well as being the board liaison (meeting minutes, records, special project staffing and coordination).

2000 - 2002
Ran office for 7 full-time staff of this $1.5 million company that sold system design software tools to electric utility companies to help them lay out grids and allocate power transmission.

Conducted bookkeeping (QuickBooks Pro, A/P, A/R, bank reconciliations), collections (secured a year-old receivable which was classified as uncollectable), data and financial management (researched international regulations and payment logistics, arranged International Wire Transfer logistics, developed and maintained Goldmine customer prospect database), prepared communications and mailings (prepared advertising and customer newsletter mailings, duplicated and distributed software diskettes), contracts and licenses (prepared software license and contract documents, processed maintenance contract renewals), project management (arranged travel, trade show and training logistics), and developed organizational systems (rearranged filing systems and work areas).

1997 - 2000
Recruited by CEO, a former co-worker, to help build a new company that grew to 23 employees within a year, and was sold within 2 years for $6 million. Company developed and marketed two design automation software tools for the system design market; one to simplify layout, the other to analyze and improve performance.

Set up computer network and equipment (sourced, bought and installed all equipment: computers, printers, network wiring and devices), provided sales, legal and outside consultant administration (developed sales administration database, lead tracking and customer care processes, coordinated legal work for stock options, software licensing and trademark issues, contracted and managed consultants for trade shows, seminars, corporate image and marketing collateral development), planning and logistics (managed trade show and seminar logistics, and logistics for public relations tour), marketing (created and coordinated marketing material copy development, managed printing and distribution of marketing materials) and technical writing (wrote technical abstract that won a design innovation award from Electronic Design magazine).

1995 - 1997
Recruited due to technical background and TQM/quality improvement experience to help this North American headquarters of a $16 billion British semiconductor manufacturer modernize their Information Systems (IS) processes.

With staff of 8, managed 300+ Unix/Mac/PC workstations in 5 US locations as part of the worldwide Plessey network. Managed telecommunications (voice and data system as part of the GEC corporate voice network and GPSI data network). Integrated US operations with global corporate objectives (used Deloitte & Touche consultants and Microsoft Project to manage evolution of a multitude of legacy systems on diverse hardware/software into SAP running on HP-UX), and TQM (American point person for rollout of British-led quality improvement program).

1990 - 1995

Promoted 4 times due to willingness to add additional responsibilities. Member of transition team taking CSI from relatively independent company owned by Comdisco to fully integrated division of Cadence, a $300 million electronic design automation company.

Network management (took over network management of a 250 user, 200 node TCP/IP Ethernet (10Base5, 10Base2 and 10BaseT) network of Sun, HP, IBM and DEC engineering workstations, PCs and Macs, including a T1 internet connection), Custom integrated software (researched, purchased and implemented Symix, an integrated order entry, manufacturing, shipping, purchasing and accounting system, customizing a package built on Progress 4GL/RDBMS, in client/server technology. Integrated Symix with Corporate Walker General Ledger Financial product), and facilities management (located sites, negotiated lease deal for a 32,000 square foot facility, and relocated organization).

Created independent purchasing and accounts payable operations (set up $7 million annual system), performed relocation and facilities management (arranged leases, equipment and services for 10 new sales offices, moved 21 employees from 2 locations, arranged office services: mailroom, shipping, reception, supplies, water, and snack services), installed telephone system (assisted in installation and programming of AT&T System 75 PBX with 40 trunks, 200 DIDs and Octel Aspen voicemail integrated into worldwide 800 numbers), and data management and analysis (calculated economic analysis reports, market projections, cash run rates, compiled reports, economic analyses, market descriptions and collateral into booklets for review by corporate Investment Committee, maintained prospects and clients databases).

1986 - 1990
Worked as real estate consultant and developer, in partnership with architect. Real estate purchasing and negotiation (located and negotiated purchase of development properties), reviewed contracts and conducted analysis (economic and investment analysis, contract documents, City regulatory processing), and renovations and remodeling project management (converted laundry into 80 upscale condos, remodeled medical office building units, new tenant build-outs).


• Loyola University, B.A. Organizational Studies, Program for Experienced Learners, Chicago, IL, degree expected 2005
• Regis University Distance Learning Degree Completion Program, Denver, CO, Business Administration, 1996-1997
• Heald Technical College, San Francisco, CA, Architectural Drafting
• George Washington University, Washington, D.C., Business Administration
• University of Cincinnati, Cincinnati, OH, Liberal Arts
• Word, Excel, PowerPoint, Access, Publisher, Project, Outlook, Internet Explorer, Netscape, ACT!, Goldmine, QuickBooks Pro, TimeCard, Blackbaud Raiser's Edge, Crystal Reports, Shiva
• Continuing education with over 25 workshops from Skillpath, Career Track, American Management Association, AT&T, in-house corporate programs, and others.
• Fundamentals of Finance & Accounting for Non-Financial Mgrs.
• Fundamentals of Personnel Law for Managers and Supervisors
• Coaching and Teambuilding Skills for Managers and Supervisors
• Managing Multiple Projects, Objectives & Deadlines
• AT&T System 75 Administration/Programming
• Fundraising Software Evaluation Seminar
• Internetworking with TCP Basic
• Internetworking with TCP Advanced
• Client/Server Technology Overview
• Covey Leadership Training
• Total Quality Management
• Cross-functional Communications
• Negotiating to Win
• How to Deal with Difficult People
• Project Management
• SAP R/3 Overview
• Fundamentals of SunOS
• PlanNet Network Design

PRWRA Gail Frank - Frankly Speaking - Tampa, FL 33626 - - - (813) 926-1353 - (813) 926-1092 fax

Corporate Development Consultant

Devin Saunders
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


High profile Corporate Development Business Development Strategist with 20+ years across broad industries, products, services, and technologies throughout the U.S. Pioneer in the design and delivery of innovative change management programs; expert in facilitating change through redesign of internal operating and business processes. Sharp presentation, negotiation, and team building qualifications. Dynamic and proactive approach in successful organizational development initiatives that delivered consistent and sustainable operating, revenue, profit, and quality improvements through dedicated efforts in:

• Corporate Change Management • Team Building/Leadership
• Participative Management • Performance Reengineering
• Business Systems Development • Process Redesign
• Productivity/Performance Improvement • Policy/Procedure Development
• Staff Training/Development


• Business/Management Consultant to start-up ventures and high-growth companies providing top-flight expertise in new market development, key account relationship management, new product/technology introduction, product pricing and positioning, strategic sales, competitive negotiations, and revenue growth.
• Record of accomplishments based on ability to motivate people, conduct effective training sessions, and achieve bottom-line results in taking companies to new levels of success.
• Conversant with performing due diligence, market analyses, needs assessments, and formulating short- and long-term projections for start-up, growth, and conversion operations.
• Writes and implements scripts, manuals, and compensation package plans, positioning companies for fast-track growth through innovative marketing programs.


Goldman and Frank, Largo, FL
2001 - Present
Corporate Development Consultant
Provider of innovative sales/marketing programs designed to increase sales and market share, enhance employee relations, and build customer service and support.
• Spearheaded development and growth of company's products/services working on a 1:1 basis with employees from the mailroom to the boardroom. Performed in-depth needs assessment and facilitated implementation of a comprehensive business operating systems.
• Designed and implemented a comprehensive sales "bible"; proposed and developed promotional materials, sales scripts, ad campaigns, and sales manuals. Established sales compensation packages and incentive programs designed to transform staff into high-caliber producers.
• Facilitated process change and implementation through training, mentoring, and motivation of staff and management teams. Worked closely with people to help them realize what they could do and then motivated them to achieve their goals.
• Developed and implemented action plans and individual sales-tracking systems to allow representatives to set goals and evaluate progress throughout the selling cycle. Motivated individuals; giving them the tools and training necessary to succeed.

Team Dynamics, Palm Harbor, FL
1999 - 2001
Partner/Vice President Sales
An "out-of-the-box" company working with clients from small to Fortune 500, providing innovative, fun, and effective corporate training and wilderness adventures designed to motivate and empower employees and create a cohesive company environment.
• Worked with and trained Innisbrook staff on a win-win coordination of efforts: the resort could book value-added conferences by signing clients up with Team Dynamics. Developed promotional materials designed to gain additional business. Trained staff in all aspects of sales and marketing strategies.
• Successfully established relationships with the top-25 hotels and top-500 companies in the Tampa Bay area. Personally met with management to assess needs and goals, and design the appropriate package. Provided service from initial contact to follow-up consultation.
• Hired, managed, motivated, and assured team facilitators were thoroughly and expertly trained, through hands-on application, in all programs to the highest standards required by the company.
• Maintained long-term leadership in the market segment, identified and developed comprehensive business alliances. Researched and developed new target markets.

Opportunity Marketing Concepts, Inc., St. Petersburg, FL
1998 - 1999
Executive Sales & Marketing Consultant
An incentive marketing firm based in St. Petersburg, FL that specializes in individual family vacation awards. Work with over 1,200 resorts throughout the U.S., Canada, Mexico, and Europe; large cruise lines; and group travel services.
• Developed and introduced a one-year business plan, identifying needs and future goals. Designed sales and marketing materials for in-house and sales representatives.
• Worked closely with in-house sales managers; empowered them to work with 12-15 telemarketers in their own division; closely tracking performance. Designed and placed recruitment advertisements for independent contractors, which was influential in increasing the sales force base and significantly increased revenue stream.
• Increased sales staff from 11 to 26; recruited, trained, and oversaw their performance; designed performance evaluations to track their progress. Instituted intensive six-day, 1:1 training courses; identified sales reps' strengths and worked on weaknesses to improve their sales closings.

Manning Marketing Group, Clearwater, FL
1993 - 1998
National Sales Manager
A Tampa-based firm founded in 1992, and a leader in the vacation incentive industry.
• Oversaw entire sales division, including 6 national divisions, 13 sales managers, 60 telemarketers, 25 client services reps, and a sales force of 45 independent contractors; achieved $42 million in sales in 1998, a record for the company.
• Collaborated with outside sales reps, provided tactical support for account negotiations and closings. Consistently delivered high annual growth in a highly-competitive national market.
• Directed sales teams in strategic account planning and management to achieve revenue and market share objectives. Led sales and account management training; developed best practice sales process strategies.
• Instituted sales and client incentive programs; significantly increased revenue stream.

Vice President Retail Sales 1996 - 1997
Director of Recruiting 1994 - 1996
Telemarketing Manager 1993 - 1994


Southeastern Christian University

Southeastern Christian University

New Hampshire Business College

U.S. Navel Intelligence School

St. Petersburg Junior College

Dale Carnegie, Personal Training
Tony Robbins-Date With Destiny
Ken Blanchard Seminar
Steven Covey Seminar
Tom Hopkins Seminar
Telemarketing Magazine TBT East
Peter Lowe's "Success" Seminar
Outward Bound Training
Mita Digital Master Course
Spanish-2nd Language

PRWRA Kathy Hadley - Kathryn Hadley & Associates - E-mail:

Director Of Business Planning

Drew Anderson
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Professional career reflects 20 years of corporate project management, change strategies, corporate accounting, management solutions, and the development of functional structures for two industry leading insurance and financial service providers. Possess a demonstrated record of success to enhance productivity, enhance the access and utilization of shared information, increase efficiency and profitability through cost reduction. Leadership has been instrumental in the conversion of diverse financial systems resulting from mergers, acquisitions, and turbulent restructuring in a global Fortune 100 company with 18,000 staff and annual revenues as large as $8B.

Executive successes are built upon an in depth understanding of financial strategies and an intuitive discernment for technological processes to support organizational objectives. Diversity of responsibilities has positioned me to report directly to the President, CEO or other Chief Executives, as the key point of contact in the departments of finance, operations, human resources and information management.


Awarded a Bachelor of Science degree in Accounting from Ball State University. Academic credentials have been enhanced with additional training in financial reporting, cost analysis, operational improvement, human resources, payroll, workflow efficiencies, data streamlining, strategic planning, mergers and acquisitions, and team leadership.


These skills and experience support a variety of leadership capacities, such as Chief Executive Officer, Vice President of Financial Operations, or Director of Strategic Business Planning.


• Streamlined the processes and data management of all IT platforms following the acquisition of supporting businesses and competitors
• Provided over site of the selection and implementation of financial applications and data management, relative to a centralized accounting, reporting, and processing function
• Consolidated the technical performance of 15 acquired companies to "home office standards" at a budget of approximately $1M per conversion
• Held ALL supervisory responsibilities for corporate Y2K conversions; this national project included a $50M project budget for three years of work which passed testing and the time critical event without loss of any programs, systems, or information

• Hired by corporate executive team to assist in the relocation of the initial operating company, Banker's National Life to the new headquarters locations in Carmel, Indiana
• Served as primary point of contact for the reduction of expenses due to the conversion of general ledger, disbursements, tax reporting, financial reporting and other accounting systems to a Conseco-driven corporate standard, to provide work force reduction and operational stream line equivalent to $10M per year
• Spearheaded the recent conversation of all financial systems to more accurately track general ledger, Accounts Payable & disbursements, 1099 tax reporting, abandoned property, budgeting/financial reporting and over all finance-data management
• Held direct responsibility for the Accounting Operations of this Fortune 100 company, that had a peak of 100 financial personnel, including recruiting, staffing, training, and retention
• Developed a unique interface of Human Resources, Payroll, Benefits Administration and Operations; held direct supervision of payroll for over 5000 employees
• Partnered with Human Resources and department heads to identify redundant positions, target minimally performing teams and reduce annual expenses through workforce elimination, while guarding against loss of over productivity and business generation

Executive Management-
• Sought by regional manufacturing plant to provide 'in house' consulting on all financial and information systems for insurance holding company with three regional offices
• Devised prioritization plan to upgrade systems and platforms with minimal capital outlay
• Provided executive leadership for Fortune 100 company with 18,000 employees and revenues in excess of $8B, responsible for various departments, including Human Resources, Information Technology, and Accounting Operations
• Consolidated and streamlined operational, personnel, and financial departments following acquisition, harmonized systems to bring all division to Conseco Standard in minimum time
• Directed the policies and procedures by which Human Resources and Accounting Departments would incorporate personnel from previous companies, following a merger and acquisition, process was respected and used as a footprint for each concurrent process
• Purchased 'specialty niche franchise' and increased market annual sales from $350K to over $1M
• Developed solid consumer base and designed programs to attract corporate consumers
• Created a joint venture partnership agreement to start and manage "first ever in-church store"
• Recognized by corporate headquarters as "Franchise of the Year" by the fifth year of operation


Lemstone Christian Stores
1993 - Present
Owner/Operator - Director of Business Planning & Finance

Conseco, Incorporated
1987 - 2002
Senior Vice President of Information Technology

Senior Vice President of Human Resources

Senior Vice President - Chief of Staff

Vice President of Information Technology and Insurance Systems

Blue Cross/Blue Shield of Indiana (now Anthem)
1982 - 1987
Assistant Vice President of Accounting Operations and Systems

Systems Accountant

PRWRA Richard A. Lanham - Regional Manager, RL Stevens & Associates - -

Executive Director Nonprofit

Marion McLeod
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Director with 40 years experience in sales and marketing, management, administration, and leadership. Demonstrated ability to develop, implement, and oversee innovative marketing and promotional campaigns. Consistently successful in building consensus and driving cooperative relationships with staffs, Boards of Directors, government agencies, vendors, and business people. Capabilities include:

• Strategic & Mission Planning • Policy & Procedure Development
• Project Management • Turnaround/Expansion Strategies
• Sales & Marketing Strategies • Public Speaking & Public Relations
• Financial & Budgetary Planning • Team Building & Leadership
• Promotional Activities • Problem Analysis & Resolution
• Staff Training & Development • Proactive Management


Pinecrest Chamber of Commerce, Pinecrest, FL
1989 - Present
Executive Director
Senior Management Executive with full planning, operating, marketing, financial, legislative/regulatory and administrative responsibility for a growing Chamber with over 500 members. Directed five full- and part-time staff in two locations. Worked in cooperation with the Board of Directors to drive strategic planning and annual budgeting processes.

• Initiated new position with a complete reorganization to reverse previous financial decline and restore stability. Outsourced non-critical functions and implemented aggressive cost reductions. Through excellent management skills, doubled membership and restored stability.
• Developed marketing strategy of 35% dues/65% non-dues income; grew membership over 500 in 2000. Broadened volunteer base to 300+, retained and motivated them to work on various projects and programs.
• Achieved and maintained 80% member retention. Negotiated business partnerships and devised new programs/strategies to further expand market reach and drive member/revenue/profit growth.
• Negotiated with Board of Directors for in-house improvements. Developed and implemented employee policy and procedure manual; spearheaded change from manual to computer operations; and implemented a 401-K plan.
• Developed and produced marketing/promotional materials to promote benefits and services, significantly increasing inquiries and interest. Established an on-line website receiving 250,000+ hits in 2001.

• Successfully increased participation and revenue for the Arts and Crafts Festival, gaining a valuable reputation as one of the finest in the country. Brought Festival from a few thousand participants and $7,000 in net revenue to 30,000+ attendees and net revenues of $50,000 annually.
• Planned and directed several programs, including an annual fishing tournament and Classic Car Show with total annual incomes of $18,000+.
• Developed a Downtown Committee, a cooperative working group of downtown merchants; coordinated efforts for a merchant-sponsored Wine and Fruit Festival which drew revenues of $6,000 in its first year.
• Negotiated with city to start a Welcome Center located at the Spangle Docks and staffed with Chamber personnel.
• Negotiated with Board of Directors to purchase office building for potential long-term effectiveness, increased membership, and additional revenues.
• Developed Business Assistance Program with the city and county to mentor and assist new and existing businesses in their efforts to grow and add to the city/county's base.
• Represented area as member of Florida Chamber of Commerce Executives Board of Directors, 4 years.

Indoor Flea Markets, New Port Richie, FL
1987 - 1989
Owned and operated a year-round indoor flea market with over 200 booths and vendors, serving 2,000+ customers weekly. Designed, developed, and presented marketing strategies to grow business in a competitive marketplace. Sold to partner.

Maxwell Real Estate, Tarpon Springs, FL
1982 - 1987

Manning Supply Company, Pinellas Park, FL
1980 - 1982
Sales Manager

Helix Manufacturing, Inc., Chicago, IL
1977 - 1980
Regional Sales Manager

Baker Corporation, Tampa, FL
1972 - 1977
Sales Representative

Highland Oil Company, Knoxville, TN
1962 - 1972
Sales Representative


University of Georgia
Chamber of Commerce Institute for Organization Management
Organization Management (6-year program)

University of Georgia, Armstrong Extension
Business Administration
Completed two years in Business Administration


• Florida Real Estate License, 1984 (current)
• Chamber of Commerce Institute for Organization Management Certificate, 1994


• Florida Chamber of Commerce Executives Presidents' Award, 1997
• Sam Harris Award, Rotary International, 1998

PRWRA Kathy Hadley - Kathryn Hadley & Associates - E-mail:

Executive Trade Relations

Sam Sterling
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234



Strategic visionary with 17 years’ experience in foreign relations, trade negotiations and economic affairs for government of Chile. Expert knowledge of business, economic, cultural and political factors impacting import and export activities in United States, Europe and Latin America. Fluent in English and Spanish; proficiency in written and verbal French. Capabilities and key values offered include:

Global Markets: Guide and assist multinational corporations involved in exporting to United States, Europe, Chile and other Latin American countries.

Strategic Alliances: Maximize personal and business relationships with high caliber market leaders and corporate executives in United States and Chile to gain support for international trade policies.

Marketplace Trends: Analyze the impact of government policies, business conditions and market structures on international competitiveness of goods and services.

New Business Development: Conduct in-depth market research and examine foreign market characteristics to identify new business and foreign sales opportunities.

Trade Promotion: Interpret international trade policies and address trade issues to develop effective export promotion campaigns.

Trade Negotiations: Investigate and monitor trade agreement compliance, tariff provisions, import controls and resolve trade disputes.

Public Relations/Marketing: Engage local government, chambers of commerce, trade associations and major companies in foreign trade promotion activities.

Trade Agreement Development: Lead all negotiation, lobbying and policy formulation efforts for crafting foreign trade agreements.

Team Recruitment & Management: Direct and manage diverse teams of experts and consultants, including legal, research, public relations to produce impressive results.


· Served as lead negotiator in United States-Chile free trade agreement, a major economic partnership designed to diversify Chile’s markets and attract foreign investment into the country.
· Saved Chile millions of dollars by mobilizing successful 18-month grassroots campaign to gain support for trade agreement without additional expense of lobbying firms.
· Increased tourism awareness and promotion of Chile by establishing office of tourism in United States; initiative stimulated growth in number of conferences and conventions held in country.
· Eliminated over 80% of export controls against Chilean industries, including salmon and grapes.
· Resolved multiple trade disputes and threats of conflicts concerning Chilean export of poultry and other agricultural products.
· Selected for official Chilean delegation team (1990–1997), which managed foreign relations with Latin America, Switzerland and the United States.


Embassy of Chile, Washington, DC
Recruited to develop public relations campaign, educate Congress and US private sector on Chile’s industries and economic policies. Devised lobbying tactics and created extensive marketing campaign, including position papers, seminars, public presentations and other promotional events. Led all negotiation strategies and policy formulation activities to solidify international free trade agreement with Chile and the United States. Held full accountability for $3 million operating budget.
Contributions & Results:
· Spurred high-level of interest from private sector representatives and leading US company executives who testified before Congress on behalf of Chile.
· Secured major international trade agreement with United States and Chile; one of only five similar trade agreements in the world.
· Established superior strategies for foreign trade agreements and trade negotiations; hired as lead consultant by other countries to employ similar tactics.

Chilean Ministry of Foreign Affairs, Santiago, Chile
Challenged to coordinate a defense strategy for antidumping investigations charged by the United States against the Chilean salmon industry. Assembled a 35-member alliance group comprising of international agencies, Embassy of Chile, American and Chilean law firms, and the Association of Salmon and Trout Producers of Chile. Administered similar antidumping projects for the Chilean wood and mushroom industry.
Contributions & Results:
· Orchestrated mediation efforts that reversed antidumping policies against Chile for salmon and wood.

Chilean Ministry of Foreign Affairs, Santiago, Chile
Formulated trade strategies and directed trade promotion activities for 14 offices located throughout North, South and Central America. Worked in conjunction with 10 Chilean trade associations and private entities.
Contributions & Results:
· Brought about new business prospects and market diversification opportunities for all exporting industries, specifically agriculture, processed foods, fisheries, forestry, and technology.

Embassy of Chile, Washington, DC
Structured and implemented trade objectives, including export promotion initiatives and market analysis to enhance placement and diversification of Chilean products in the United States. Collaborated with key US government agencies to establish market access for new Chilean products.
Contributions & Results:
· Re-engineered the method of communication between importers and exporters by developing an innovative software program, which improved the efficiency and quality of information being distributed and expedited the inquiry response time. Program generated 20% increase in Chilean exports.


University of Santiago, Santiago, Chile
Advanced coursework in administration, economics and international policy

Abby Locke - -

Executive Vice President Business Development

Drew Sterling
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Hardworking, multi-talented and aggressive MBA who develops strong working relationships and consistently exceeds goals. Expertise in Sales, Senior Management, Finance and Operations. Outstanding ability to juggle many tasks yet deliver huge business results. Thrives on the excitement and challenge of the unknown potential of a business. Seeking entrepreneurial opportunity with a small to mid-size company that needs growth and leadership.


1999 - 2000
Formed "The World's Ultimate Online Fishing Resource" with 2 active partners. Needed to take concept and create successful business from the ground up.

• Grew sales from zero to $2.5MM and 34 employees to become the #1 online fishing site. Consistent month-to-month sales growth.
• Positioned company for growth, so that company is currently negotiating several potential mergers and acquisitions.
• Developed content and E-Commerce opportunities for the upscale fisherman in a consumer-friendly, self-contained site.
• Created long-term strategy and wrote 200-page comprehensive business plan with detailed financial statements.
• Identified potential financiers and presented business plan and financing needs.
• Secured $11.6 million in 2 rounds of financing due to persuasive presentation.
• Received over $200,000 in free advertising and free content from over 20 top publications in exchange for publishing their content on
• Enticed a top editor from within the fishing industry to join
• Interviewed, hired and trained the majority of the company's 34 employees including graphic design, information technology, editorial, travel, customer service, tournaments, sales, marketing, finance and administrative departments plus the Pro/Tackle shop.
• Identified and signed major fishing celebrities to solidify's brand image. Celebrities acted as spokesmen, provided content and attended trade shows.
• Crafted conceptual layout and functional development of several key website elements, including home page, newsstand, customer service, and travel pages.
• Introduced targeted elements to better appeal to full range of fishing consumers such as Lady Angler and kids departments.
• Analyzed costs and feasibility of hiring contract employee payroll company versus in-house function, and negotiated terms with a full service HR firm.
• Sourced, analyzed and contracted for health, disability, dental, and life insurance benefits. Also evaluated and selected errors and omissions insurance, product liability and general liability for company.
• Handled building and office operations, including leasing/purchase of office space, furniture, computers and phone system. Planned office layout, managed building contractors and coordinated moving of firm into new space.

1997 - 1999
Began career as a Staff Consultant. Began to develop department to sell financial advisory services, and then was lured away in 1993 to Ernst & Young to develop the same type of department. In 1997, was enticed back to KPMG to turnaround company operations in the department.

• Grew practice from <$1 million to over $2.4 million in two years, and to first-ever profitable status. • Found, interviewed, hired and trained staff of 14. Identified advanced degree candidates from schools and competitors. • Completed over 75 major projects including written reports, opinions and/or sworn testimony. 80%-90% of projects were external clients, developed through networking, conducting research, following trends and analyzing trade publications. • Achieved a 20% new business referral rate due to high level of client satisfaction. • Sold MBA, CPA and economists' services to clients - attorneys and company executive/senior management. Ensured that projects were completed in a timely and professional manner to meet clients' needs. • Developed strong relationships with clients due to ability to assess situations quickly, professionally and accurately. • Created detailed proposals for Phase 1, Phase 2, and Phase 3 of projects. Evaluated nationwide staffing for projects, developed costs, conducted review and set timeline for deliverables. • Developed department's budget - sales forecast, overhead, salary, marketing, business development and technology costs. • Chosen to chair the Strategic Initiatives Committee for international consulting division. Conducted meetings to evaluate potential business developmental trends and assigned senior executives to execute. Resulted in several key business initiatives such as fraud and gun litigation. • Conducted interviews in 6 locations that resulted in an employee retention program. Created quarterly process to get input from employees to feed to senior management and improve communication. • Developed and introduced a successful and comprehensive new sales 5 day program to better identify new business opportunities and improve closing ratios. ERNST AND YOUNG LLP 1993 - 1997 DIRECTOR, SENIOR MANAGER OF ECONOMIC & FINANCIAL CONSULTING Joined company with challenge to develop department to sell MBA, CPA and economists' services to clients including attorneys and executive/senior management of companies. • Grew sales from zero to over $1MM. • Recruited, hired and trained staff of 6 advanced degree employees. • Won sales contest as a new hire by a factor of 5. Beat seasoned professionals in selling services. • Established solid reputation and was one of the youngest managers to testify in court as an expert in financial forecasting and business valuation. • Appointed to Management Advisory Group to improve communication process. • Developed intensive 5-day sales class for Senior Management and Managers to polish essential sales skills and learn to uncover opportunities. Other employment included management training and credit analysis at SunTrust Bank and at First Commerce Corporation. EDUCATION, TRAINING & CERTIFICATIONS FLORIDA STATE UNIVERSITY B.S., Accounting THE UNIVERSITY OF TAMPA M.B.A. ASSOCIATION OF CERTIFIED FRAUD EXAMINERS Certified Fraud Examiner TRAINING COURSES Over 25 different Continuing Education courses taken, such as Mergers & Acquisitions, Presentation Skills, Financial Forecasting, Professional Sales and Business Valuation. COMMUNITY ORGANIZATIONS METROPOLITAN YMCA, BOARD OF DIRECTORS Led group that developed successful plan for capital improvements. Raised over $600,000 in capital fund. MUSEUM OF SCIENCE AND INDUSTRY (MOSI), ADVISORY BOARD Served as Chairman of annual fundraising event, "Einstein on Wine," that raised over $175,000. OLDER ADULTS SERVICES (OASIS), BOARD OF DIRECTORS Planned and executed fundraising efforts. Also provided direct assistance and drove elderly members to appointments and shopping. PRWRA Gail Frank - Frankly Speaking - Tampa, FL 33626 - - - (813) 926-1353 - (813) 926-1092 fax

Executive Vice President Multinational

Jamie Hill
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234

Respected for Multi-national Competitive Intelligence

Leader with solid talents in strategy development, market segmentation, competitive analysis, and sales forecasting. Merges hands-on leadership with excellent communication skills to continually motivate focused teams toward goal attainment. Known for providing a stabilizing influence, regardless of the situation. Persistent, resourceful and innovative with relentless initiative and a willingness to travel. Reputation for adhering to high ethical standards. Embraces new challenges and employs exceptional problem-solving skills. Key areas of strength span:

· Business Optimization
· Contracts & Negotiations
· Marketing Trends & Research
· National Account Management
· Relationship Building
· Networking & Prospecting
· ‘C’ Level Presentations
· Mentoring & Training
· Budgeting & Forecasting
· Profit / Loss (P & L) Analysis
· Sales Force Management
· International Commerce


2002 - 2004
1992 - 2002
Tokmakjian Group, Concord, Ontario
Initially recruited in a VP capacity to oversee four wholly owned operating companies servicing the bus, truck and industrial equipment industries in domestic and international markets. Skill-set and expertise acknowledged: requested by owner to fulfill the newly created Presidential Advisor position. Granted complete autonomy to define profitability objectives, drive marketing initiatives, and then formulate winning sales strategies to meet goals. Trusted with complete budgeting, P & L accountability, and corporate signing officer status.
· Consistently supported, mentored and evaluated activity performance of sales team. Led interdepartmental meetings to ensure continuity in corporate goals and communications.
· Assembled and delivered powerful and effective presentations to top-level decision makers representing multi-million dollar accounts.
· One of two Canadian industry experts asked to contribute to CEO summit proceedings in Toronto and Washington. Teamed to vertically integrate the transportation sector on a global scale.
· Articulate and confident orator. Presentations included, but were not limited to: Cuban Tourism Group and the Canadian Senate regarding the coaching industry’s deregulation.
· Leveraged exemplary leadership talents to double revenues from $50M to $100M.
· Spearheaded international export agreements with Russian and Caribbean enterprises.

1989 - 1992
1981 - 1989
Freightliner of Canada Limited / Mercedes Benz Trucks, Mississauga, Ontario
Hand picked to function as central Canada’s sales and marketing authority for this division of Daimler-Chrysler. Oversaw marketing communications, product management, partnerships and strategic alliances, sales, new business development, and market research. Worked harmoniously with salaried and unionized staff. Accountable for all regional offices: Montreal, Toronto, Calgary and Vancouver.
· Drove tactical initiatives to capture increased market share and strengthen company recognition. Efforts rewarded by realizing profit of $500M from zero base.
· Designated as national and international corporate representative and spokesperson at meetings with key stakeholders, trade shows, and as company representative at association meetings.
· Positioned Freightliner to secure a lucrative contract as an exclusive supplier for Ryder.
· Conducted administrative detailing: drafted monthly reports for head office, tenure budgets, and corporate communications.
· Project managed the relocation of BC operations. Sourced Ontario location, coordinated all logistical considerations, including establishing collaborative new community relations. Created such a favorable company image, accepted Key to the City from the mayor of St. Thomas.
· Continued by boosting corporate branding by instituting extensive community and regional good-will initiatives. Sponsored charity events, supported local Chamber of Commerce actions, and contributed to not-for-profit service clubs.


Retained as Research Associate for A.C. Nelson, the world’s leading marketing information company. Received and synthesized data pertaining to Canadian consumer practices.

Key member of the family business, Hill Bus Lines. Operated out of Middleton, Ontario.


Word, Proprietary Sales/Customer software, Email and Internet Research.


Ontario Motor Coach Association (Past Chair)
Ontario Trucking Association (VP of Executive Committee)
Canadian Urban Transit Association
Motor Coach Canada
Motor Coach Industry Council
American Bus Association


Maintain in-depth industry knowledge base by attending sales, marketing and personnel management education programs and seminars, like
Effective Selling Through Psychology
Audrey Field - -

Field Office Director Ecq Federal Employment

US Department of Energy
Office of Energy Efficiency and Renewable Energy
Position: Director, Aberdeen Field Office, ES-0340-06
Announcement Number: 02-ES-003
Casey Catello

SS#: 999-99-999
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Leading Change
During my federal service career, I have had 26 years’ unique and varied executive experience leading change in two key agencies—16 years’ in the Department of Energy (DOE) and 10 years in the Department of Defense (DoD). The most significant example of this core competency is my experience as Director, Atlanta Regional Office (ARO), in which I led the DOE ARO through the most troublesome time in its history.

When I inherited the leadership of ARO as its new director, an investigation by the Federal Bureau of Investigation had just concluded, the former supervisor had been dismissed, and the employee morale was at an all time low. I immediately assessed the situation and secured the services of an organizational development professional that focused on what changes would be necessary for the office to get well. Based on recommendations provided by the organizational development professional and my own observations, I implemented a multifaceted strategy:
· A written long-term change action plan addressing how ARO conducted business with customers and within the organization.
· A program of team building sessions for all ARO employees at an off-site location.
· A complete reorganization of the ARO workforce, including retraining for selected employees to do other jobs; providing professional development opportunities for other selected employees; reassigning and termination of other employees; and hiring employees from industry, state and local government, and other federal agencies.
This outcome of this strategy resulted in:
· A high quality workforce with the skill mixes necessary to accomplish the ARO mission.
· An ARO realigned to be consistent with headquarters programs.
· A focus on delivering programs to the states, our primary customers.
· A workforce increase from 17 to 25 employees that grew out of a demonstrated willingness and ability to respond in a positive manner to the initiatives of the assistant secretary.
As a direct result of the changes I instituted, I now lead the ARO as the most efficient, effective regional office nationwide.
Throughout my tenure as ARO Director, I experienced a change in two administrations and a change in three assistant secretaries. As a result, priorities changed. During this period, I went from reporting to a career employee to a political appointee. The way of doing business changed for the regional offices. The focus on states as our priority became paramount. As a result, maintaining favorable relationships with all State Energy Office directors was a significant priority of mine, which I carried out expediently:
· I made personal visits on behalf of ARO to each state twice a year.
· I led the ARO in hosting two regional meetings a year, inviting national program managers from headquarters to participate.
· I conducted or ensured ARO day-to-day interaction with State Energy Office directors.
· I held monthly conference calls where all stakeholders can raise issues important to them and the states they serve.

Leading People
Throughout the past 26 years in the DOE and DoD, I have managed personnel, employee relations, and staffing, and have become well versed in Equal Employment Opportunity. I have been involved in personnel actions regarding terminations, classification, staffing, all from a federal employee perspective. Regarding contractor employee relations, I have been involved with Davis-Bacon Act determinations, whistle blower actions, compensation reviews, and salary approvals.
In my current position as ARO Director, I have the privilege of managing a workforce that represents the demographics of the metropolitan Atlanta area. Our workforce is diverse both culturally and racially. Of the 25 federal employees on staff, 48 percent are in a minority category, while over 72 percent of the employees are female. The three contract employees are Asian American female, black male, and white female.
This diverse group of well-qualified, highly motivated employees is a direct result of my efforts to recruit only the best, most qualified individuals for the work to be accomplished.
When I served on a detail as the Associate Deputy Assistant Secretary for Building Technology, State, and Community Programs, I was asked to reinvigorate an organizational development initiative that had languished for nine months. Upon review of the organizational needs, I discovered these issues.
· Low morale related to inattentive management, inadequate promotion opportunities, and performance concerns.
· Racial issues such as minorities serving in lower graded positions even though their records merited greater positions.
· Career track matters concerning inadequate promotion opportunities.
· Performance problems based on inattentive management, institutional practices of accepting less than adequate performance, and performance appraisal concerns.
· Accountability questions stemming from inattentive management, low employee morale, and a lack of employee-manager accountability.
I then led the designated organizational development professionals and the 67 employees to develop a strategy for revitalization. The strategy included:
· A new baseline to established employee and management concerns. (Have the issues changed since the last effort, What are the issues,)
· A new Human Relations Plan and its implementation to address the organizational issues uncovered by the review of the organizational needs.
The result of my leadership to solve these organizational development issues was successful. I established a new mechanism to acquire the services of the organizational development professionals. I reestablished the working group of employees that lead the effort. I organized a track of organizational development sessions designed to lead to significant organizational change.

Results Driven
I have a proven record of accomplishment of getting results based on a long career of careful analysis and planning that includes anticipating problems before they occur, as well as solving existing problems.
While serving as ARO Director, I recognized an opportunity to demonstrate the technologies and practices that are the core business of the Office of Energy Efficiency and Renewable Energy during the 1996 Summer Olympic Games in Atlanta. I began my quest about two years before the games. Even though the political leadership thought it was a worthwhile idea and supported it in spirit, I had no budget identified and no human resources to support the effort.
I overcame these obstacles and developed the projects by embarking on a campaign in which I successfully enlisted the partnership of organizations such as Georgia Power Corporation, Georgia Institute of Technology, the Metropolitan Area Rapid Transit Authority, and the Atlanta Committee for the Olympic Games.
In the end, I successfully implemented 10 energy efficiency and renewable energy demonstration projects throughout the Olympic venues. Though the projects’ value exceeded $10 million, I accomplished the presentation of these projects with less than $1 million in appropriated funds.
After my successful experience leading change as ARO Director, the Assistant Secretary personally asked me to develop a center in Atlanta to serve as the departmental lead with the Federal Emergency Management Agency to use energy efficient and renewable energy technologies and practices in the areas of disaster response and mitigation.
I accomplished the establishment of the national Center of Excellence for Disaster Remediation with existing program funds and the addition of only two positions.
During my time as ARO Director, I was a participant in the Strategic Planning process under the leadership of the Assistant Secretary for Energy Efficiency and Renewable Energy. As part of this effort, I represented the six regional offices on a customer service improvement team that established customer service standards and new customer service initiatives for the Office of Energy Efficiency and Renewable Energy. The team developed a customer service plan that was designed to improve customer service throughout the organization. A customer service plan was developed and distributed to the entire organization.
Additionally while serving as ARO Director, I led the office relocation effort which resulted in the first DOE office to conduct a sustainable “green” build out, which incorporated technologies, products, and practices that the Office of Energy Efficiency and Renewable Energy is in the business of promoting. The existing office had been housed in leased rental space in a Class C office building for about 20 years. Moreover, the lease was about to expire, the neighborhood was being redeveloped, and the building owner made it clear that there was no room for federal agencies in the long-term rental plan.
In implementing the relocation, I easily rallied consensus of all employees that it was time to move. In evaluating our options, I decided that the office should be in a space that was the model of energy efficiency and renewable energy. In other words, it was time for a DOE office to start “walking the talk.” After a number of disappointing setbacks, including some failed solicitations, I approached the General Services Administration with a proposal:
“Work with us in a federal building to implement the technologies and practices that we want to demonstrate in our office and we will work with you under the Federal Energy Management Program to make the entire facility a model of energy efficiency and renewable energy.”
Consequently, a partnership resulted and the ARO ended up with the very first sustainable “green” office space in DOE, whereas the General Services Administration ended up with the Richard B. Russell Federal Building and Courthouse, a 1978 vintage building that received the coveted Energy Star designation in less than a year.
My leadership in this complex relocation exercise resulted in not only the very first “green” office within DOE, but also the very first existing federal building in the Southeast region to receive the Energy Star designation. Because of the energy upgrades and retrofits, the anticipated annual savings for the Richard B. Russell Building, based on a reduction of 5,000,000 kWh/yr, is $318 thousand.

Business Acumen
Throughout my career, I have acquired extensive experience administrating human, financial, and material resources. My resource requirements are always well planned and presented; however, I always maintain a defined strategy for accomplishing the work when the resources are not readily available. My standard operating procedure is designed to do the “right things right the first time,” while maximizing the department's return on invested resources.
As ARO Director, I am responsible for the formulation and execution of an annual program direction budget in excess of $2 million and a program budget in excess of $30 million. I collaborate with other regional office directors to formulate and allocate the program direction budget for all regional offices. I hold an integral position in organizational summits designed to formulate an annual budget for the Office of Energy Efficiency and Renewable Energy.
My accounting training and background going back to the beginning of my DoD service experience, has been instrumental in aiding me to develop new perspectives about the federal budgeting process throughout my career.
The best example of this is illustrated by my tenure as Chief, Finance and Accounting at the Savannah River Operations office. I served for a time as the Director, Financial Management and Program Support. In that capacity, I was responsible for both budget formulation and execution for the Savannah River site. The Savannah River site annual budget for that time was about $2.5 billion.
Here, I was the principal federal budget official with the advantage of an accounting background. As a result, I gained a much broader perspective and an intimate knowledge of the federal budget process, particularly as it relates to DOE.
My auditing background, also going back to the beginning of my DoD service experience, has instilled in me the awareness that I am a steward of the taxpayer's money. My career is marked by the drive to constantly seek new ways of doing business and look for ways to be more efficient and effective.
For example, no entry-level employees had been hired into ARO in over 15 years, which resulted in an aging workforce. In my capacity as ARO Director, I hired three GS-7/9 entry-level staff members at what it would cost to hire one journeyman level GS-12/13 employee.
In addition to employing three entry-level employees with the value-added opportunity to train them from the ground up, I saved the department program direction funding. Because of this, I was able create a succession-planning program, which is not rivaled within the DOE.

As a previous Audit Manager and Auditor, I have extensive knowledge and experience in the procurement and contracting procedures and processes. I have audited contract management and administration at various organizational levels from minor service contracts to major system acquisitions.
My last audit manager assignment with the Naval Audit Service was of an audit requested by the Assistant Secretary of the Navy (Research, Engineering and Systems) entitled, “Internal Controls Over New Acquisition Program Initiations.” The audit appraised internal controls over new acquisition program initiations.
The experience I have obtained in the review of contract management and administration has enhanced my ability to lead this type of responsibility from an operational standpoint. Since my experience has been in a variety of areas and at different organizational levels, I have developed the ability to associate all this experience into a perspective that provides an enhanced overview for the entire organization.
For example, as Chief, Management Evaluation Branch, I accomplished these contracting and procurement activities:
· I led drafting of the initial directive for managing the Award Fee Program for the Cost Plus Award Fee contract with Westinghouse Savannah River Company.
· I have served as a member and Performance Monitor for Performance Evaluation Committees.
· I led the Savannah River Operations Office Contractor Performance Appraisal Program.
· I established and led the oversight of the Management and Operating contractor internal oversight function.
· I oversaw the conduct of independent studies dealing with complex technical issues to routine administrative matters.
· I have led or participated in task groups, at the request of DOE Headquarters, which addressed significant Internal Control Program (Federal Managers’ Financial Integrity Act) policy issues that had impact throughout the DOE.

Building Coalitions/Communication
As the ARO Director, I represent and speak for the office through numerous venues. For instance, Because of my active leadership in ARO budget development and administration, I have briefed Congressional staff regarding the regional office component of the Office of Energy Efficiency and Renewable Energy budget.

I regularly give presentations as ARO Director. On one occasion, I was required to hold an ethanol workshop in Raleigh, North Carolina in order to help define criteria for using landfill gas in the Georgia Green Power program.

To create the workshop agenda and to ensure its success, I called on a number of talented and experienced professionals to make presentations.

· Representatives from the US DOE Office of Fuels Development and the Southern States Energy Board opened the workshop with an overview of the National Biobased Products and Bioenergy Initiative and the Southern States Biobased Alliance.
· The Secretary of the Department of Administration gave an opening keynote address.
· A panel of state agency heads gave their perspectives on ethanol’s role in North Carolina.
· A legislative panel gave their views to wrap up the meeting.
As a result, the workshop was a significant success.

· Over 100 people registered for the meeting including about 20 walk-ins.
· The North Carolina Agricultural and Commerce Departments are now especially supportive of ethanol production and use in North Carolina.
· A leading ethanol plant developer in North Carolina that is also developing alterative starch and sugar feedstocks for ethanol production was an especially active participant in the workshop, assuring its commitment to the future of ethanol research.
On another occasion, I was asked to stand in at the last minute for the Assistant Secretary for Energy Efficiency and Renewable Energy when an unanticipated scheduling conflict arose, which prevented the Secretary from keeping a speaking engagement.

With minimal notice, I organized and delivered the keynote presentation for the First Army Energy and Environmental Worldwide Conference held in Atlanta, December 2001.

With further regard to speaking engagements, I most recently delivered a presentation at the State Energy Advisory Board Meeting held in Washington DC, February 2002, entitled, “Status of Energy Efficiency and Renewable Energy in the Southeast.” Before that, I gave two presentations in San Juan, Puerto Rico, November 2001, for the Alliance to Save Energy, Workshop entitled, “The National Energy Plan” and California’s Energy Crisis: An Overview.”

In support of ARO’s ongoing effort to foster strategic alliances with other agencies, industry, and state and local governments, I led the office’s participation in the Southeast Regional Biomass Program (SERBEP) FY01 solicitation process.

The joint review resulted in SERBEP’s approval of fourteen full proposals representing 10 states and the allocation of approximately $340 thousand among 10 projects.

As ARO Director, I maintain a working knowledge of all grant programs. The political sensitivity of these programs is high. When problems arise, an expeditious response is required.

For example, an issue related to a grant program in the State of South Carolina surfaced that resulted in a personal telephone call from the Governor to the Secretary of Energy.

I responded to this emergent problem by having maintained a complete knowledge of the situation and resolved the issue in an expeditious manner with only minimal political impact to the department. I accomplished this by leading a review team to South Carolina, assessing the situation, and providing a comprehensive report to the cognizant headquarters program manager.

Nick Marino -

Field Office Director Ksa Federal Employment

US Department of Energy
Office of Energy Efficiency and Renewable Energy
Position: Director, Aberdeen Field Office, ES-0340-06
Announcement Number: 02-ES-003
Jamie Hill
SS#: 999-99-9999
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


1. Experience in the federal budget process, procedures, and requirement and the provisions of the Federal Managers’ Financial Integrity Act.

As Director, Atlanta Regional Office (ARO), I am responsible for the formulation and execution of an annual program direction budget in excess of $2 million and a program budget in excess of $30 million. As a director, I work in a collaborative manner with the other regional office directors to formulate and allocate the program direction budget for all regional offices. I have been an integral part of organizational summits designed to formulate an annual budget for the Office of Energy Efficiency and Renewable Energy.
As Chief, Management Evaluation Branch, I was primarily responsible for designing and implementing a viable Internal Control Program (Federal Managers’ Financial Integrity Act) at the Savannah River Operations office. This included site responsibility for Internal Control Reviews and the Annual Assurance Memorandum, and the establishment and oversight of the Management and Operating (M&O) contractor’s internal oversight function. I conducted periodic appraisal of the function, as well as day-to-day coordination. I have worked on task groups, at the request of the Department of Energy Headquarters, which addressed significant Internal Control Program (Federal Managers’ Financial Integrity Act) policy issues that had impact throughout the Department.
My experience with the Naval Audit Service provided an opportunity to obtain a complete knowledge of various financial management systems, in which I evaluated the controls, strengths, and weaknesses of these systems while interpreting the Comptroller General, Office of Management and Budget, and Navy instructions and regulations. I have evaluated financial management systems at various organizations to ensure that:
· The principles, policies, and procedures of financial management are properly administered.
· The requirement for review and modification of internal control procedures, financial management practices, and reporting systems are adequate.
· The policy relating to the obligation and expenditure of public funds are adequate.
My formal education with a Bachelor of Business in Accounting, and continuing training, such as Commercial Activities Cost Analysis Training, Chief, Naval Education and Training and Practical Comptroller Course, Naval Post Graduate School has provided me with a well-rounded knowledge of federal and commercial financial management systems and procedures.

2. Knowledge of government contracting laws, as well as the administration of contracts, acquisition planning and price/cost analysis.

As ARO Director, I manage an organization with a complex and changing mission along with competing priorities. I have been particularly successful in this responsibility by (1) interfacing with State and Local governments and industry on a variety of complex program and political issues; (2) managing an eleven-state regional office with the responsibility for awarding, administering and monitoring multimillion dollar programs comprising both federal appropriated and oil overcharge funds; and (3) serving on special effort task forces which focus on national issues.
The ARO uses various acquisition tools to accomplish its mission, such as (1) federal financial assistance (grants), (2) contracts, (3) cooperative agreements, and (4) small purchase to include purchase orders and the government impact (credit) card. During FY2001, the Atlanta Regional Office issued about 200 grants and cooperative agreements, valued at about $28 million within the region and processed 214 small purchase transactions valued at $457 thousand. There are over 126 active grants and cooperative agreements under the cognizance of ARO, which also has responsibility for over 400 financial assistance awards. Under my leadership, ARO employees maintain contracting officer responsibilities (COR) for the contracts or cooperative agreements under the cognizance of the office.
During my tenure at the Savannah River Operations office, I served extended periods as Director for the: (1) Personnel and Management Evaluation Division and (2) Financial Management and Program Support Division. I was responsible for managing (1) federal personnel, (2) contractor industrial relations (including labor relations), (3) site telecommunications, (4) management evaluation, (5) finance and accounting, (6) budget, and (7) information resource management (ADP). Because of the extended periods I served in these positions, I had the opportunity to become familiar with DOE orders, General Service Administration regulations, Office of Personnel Management guidance, and federal statutes relative to each functional area.
As Chief, Finance and Accounting Branch, I was responsible for managing the site-wide financial management activities. This included (1) accounting analysis, (2) liaison and control, and (3) contract finance. These responsibilities encompassed the management of the Savannah River Operations office financial activities of both government and contractor operations, including functional areas such as cost and financial analysis and reporting, cost studies, project and product construction and process, product pricing, contractor overhead, pensions, banking, insurance, portfolio management, travel and payroll.
With limited personnel resources, I successfully managed these responsibilities. This was accomplished by managing the existing staff, but also included developing and maintaining favorable relationships with support service and management and operating contractor personnel. In addition, I had the responsibility for audit liaison with the Defense Contract Audit Agency, the cognizant audit agency for the contracts under the responsibility of the Savannah River Operations office. I participated in reviews and negotiations to determine provisional and actual overhead rates.
In addition to my formal education, my experience in government acquisition and contract administration and is supported by training in Contract Administration for Technical Representatives, DOE; Navy Systems Acquisition Management Course, Career Development Institute; and Shared Energy Savings Contracting, DOE.

3. Knowledge of long term, high-risk energy efficiency and renewable energy technology research and regulation programs which enhance market transformation.

As ARO Director, my primary responsibility is to promote the adoption of cost-effective, renewable energy and energy efficiency technologies and practices. I personally direct and manage energy efficiency programs as they relate to deployment activities that are designed to enhance market transformation and provide increased options for consumer choice. The ARO provides technology transfer, information, and technical assistance to state and local governments, universities, and industry throughout the region. Some specific examples of this type activity are:
· The establishment of a distributed energy resources task force which consisted of program managers from biomass, Federal Energy Management Program, solar, photovoltaics, and wind programs to coordinate distributed energy resource activities in the Region.
· The evaluation of a Fuel Cell Power (1.2 MW) system for the Internal Revenue Service Center in Chamblee, Georgia, which required the use of a Federal Energy Management Program Super energy savings performance contract for 6 each, 200kW phosphoric acid fuel cell modules for base load and emergency power source for mission-critical Internal Revenue Service operations.
· The development of a detailed inventory of Biomass projects in the South. Atlanta Regional Office staff monitor these projects and work towards keeping them viable in order to serve as demonstrations for others considering Biomass as an alternative fuel technology.
· The sponsorship of a “Windpowering the Southeast” workshop in Knoxville in partnership with Tennessee Valley Authority and the Southern Alliance for Clean Energy. A Southeast Wind Working Group was established as a direct result of the workshop. In addition, Puerto Rico is pursuing wind farm development on the island of Culebra with State Energy Program Special Project grant funds.
· The achievement of the designation of Triangle J Clean Cities Coalition as 80th DOE Clean Cities. In addition, the office is working with Clean Cities Coalitions in Birmingham, Macon/Warner Robins, Charlotte, and Columbia, in preparation for their application for the Department’s Clean Cities designation.
· The successfully managed and executed Florida Solar Weatherization Assistance program grant award and the installation of solar hot water heaters on low-income housing.
· The assistance to the National Park Service in upgrading energy systems and installing renewables at Ft. Jefferson, Martin Luther King, Jr. National Historic Site, Ft. Sumter, Cumberland Island National Seashore, Mammoth Cave, Blue Ridge Parkway, Gulf National Seashore, and several other park sites.
· The development of water saving projects with federal agencies throughout the Southeast while conducting workshops, seminars and training for critical water savings programs, establishing projects designed to significantly reduce water consumption and dramatically increase efficient water use.
My knowledge of this technical requirement is supplemented by training in Natural Gas Policies and Potential in the US, Gas Daily, and Demand Side Management and the Global Environment, Electric Power Research Institute/Edison Electric Institute.

Nick Marino -

International Consultant

Robin Saunders
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Management career leading international organizations through start-up, change, revitalization, turnaround and accelerated growth. Cross-functional expertise with proven success in optimizing organizational growth, productivity, and efficiency. Expert team building, team leadership, communication and interpersonal relations skills. Strategic and analytical with outstanding problem-solving and negotiating performance.

Strategic International Product Development Leadership
Organizational Development
Fortune 500 Manufacturing
International Marketing Savvy
Co-Developer and Marketer, Dishwashing Liquid


Industrial Development Corporation, New York, NY
1990 - Present
International Consultant
• Prepared technical frame of reference reports for detergent industry upgrades in developing countries. Participated in next phase of project, a multi-nation tour of specific facilities.

• Delivered technical papers on natural-origin surfactants and detergent technology at International Symposium of Chemical and Petrochemical Products in Porto Alegre, RS, Brazil, co-sponsored by UNIDO/UNDP and Government of the State of Rio Grande do Sul. Provided technical and marketing consulting services to several soap, detergents, and cleaning products companies. Symposium helped promote industrial development in Rio Grande do Sul by establishing direct links between international experts and local companies and prospective investors.

• Selected by Chinese Government to assist Research Institute of Daily Chemical Industries (RIDCI) of the People's Republic of China. The project objective was to develop surfactants derived from natural, renewable fats and oils for use in laundry detergents and industrial cleaners. Project participation led to month-long technical visit to RIDCI'S headquarters in Taiwan (P.R.C.). Upon returning from China, organized and hosted visit by senior Chinese industrial officials to several U.S. chemical and consumer products companies.

Acme Resources, New York, NY
1988 - 1990
Consultant, Economic Development Group
• Provided technical leadership in project which studied feasibility of developing, producing, and marketing surfactants and institutional cleaning products derived from by-product fatty acids of regional forestry industry.

Manning Chemical Corporation
1986 - 1988
Technical Advisor
Provided technical advice and submitted the following two reports:
• "A Business Expansion and Diversification Proposal for MAK Chemical Corporation."
• "The Recovery of Pure Cellophane From Nitrocellulose Coated Cellophane."

Octagon Industries, Chicago, IL
1984 - 1986
Manager of Production and Planning, Boundary Surgical Products
Overall Responsibilities:
• Managed manufacturing facilities in numerous locations both domestically and internationally.
• Supervised design of new, integrated manufacturing facility and administrative offices.
• Managed product development (soaps, laundry detergents, and toilet goods), technical packaging, supplier development, and professional relations with Mexican Government and medical/dental associations.
• Led process development and factory service for Export and Special Operations, and later Asia and Latin America divisions.
• Established wide variety of process and product development projects in U.S. and abroad.

Selected Accomplishments:
• Jointly developed, designed, tested, oversaw production, and marketed introduction of a successful nationally distributed dishwashing detergent.
• Developed contract manufacturing facilities in Dominican Republic and Guatemala.
• Conducted or directed major projects, including new product introductions and new manufacturing facility startups in Latin America, Asia, and Middle East.

Octagon Industries, Chicago, IL
1980 - 1984
Manager of Product Development

Octagon Industries, Chicago, IL
1979 - 1980
Technical Brand Manager
Member of Company Management Committee

Octagon Industries, Chicago, IL
1977 - 1979
Process Development Engineer


• Agricultural Sprayer Calibration, article granted U.S. copyrights No. TXU 521 621 and No. TXU 530 301, 1992.
• Cash Flow Analysis, financial management computer software granted U.S. Copyright TXU-142-455, 1983.
• Oxygen Carrier for Detergent Compositions, U.S. Patent 3, 562, 171, 1971.
• Application of Critical Path Analysis to New Consumer Products Development, Xavier University, 1965.


Masters, Business Administration

Bachelor of Science, Chemical Engineering

PRWRA Laurie Roy - PRWRA President - -

Management Consultant Sales And Marketing

Frances O 'Malley
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Senior executive with more than 15 years of experience in sales and marketing, operations, human resources, and finance. Background includes strategic planning for start-up operations, turnarounds, and joint ventures, including licensing of intellectual properties. Successfully grew revenue, increased efficiency and productivity, reduced costs, improved operations, and expanded a company globally. Strong expertise in the development and production of corporate audio and video programming, product development, and product design and packaging. Computer skills include Microsoft Windows 98 and Microsoft Office (Word, Excel, and PowerPoint).


Brinson Resource Management, Dallas, Texas
1996 - Present
Management Consultant
Secured a management consulting assignment with a high-tech venture capital firm to analyze the human resource functions of a high tech start-up company.
• Prepared a proposal for building and implementing a human resource management system that included job descriptions and job performance standards.

Devon Miller Corporation, Carrollton, Texas
1990 - 1996
Senior Vice President
Managed all operations of a $7 million international corporate training enterprise with up to 70 employees. Areas of responsibility included marketing, administration, finance, operations, international marketing and license, and technology. Interacted with lenders, vendors, promoters, distributors, chief executive officers, chief operating officers, marketing directors, and business owners. Directly supervised the chief financial officer, and marketing, human resources, operations, product development, and manufacturing managers. Maintained total profit and loss responsibility.
• Designed and built a new distribution center that reduced errors in customer shipments, improved shipment time, and increased customer retention rate.
• Negotiated several licensing agreements including book publishing contracts and international distribution that increased revenue by 5% to 10% of gross each year in lieu of direct buy-sell agreements.
• Developed and implemented a human resources department to accommodate the growth from 6 employees and $250,000 to 70 employees and $7 million in annual revenue.
• Served as the 40lk and profit sharing plan trustee.
• Instituted human resource management system that included job descriptions, performance standards, performance reviews, hiring evaluations, and employee recognition programs (improved morale extensively, reduced turnover, and upgraded the quality of management).
• Assigned additional responsibility for marketing operations in 1994.
• Recognized and corrected an inherited debt of $1.2 million caused by a software application error (negotiated vendor reduction and payment plan while maintaining flow of inventory, invoiced all receivables, and implemented new accounting and operating software applications within 60 days).
• Edited and published a monthly worldwide publication entitled High Performance Magazine with 27,000 copies distributed to individuals and corporations globally.
• Created and implemented risk management policies and procedures to handle all insurance needs of the company (continuously upgraded property and casualty insurance, as well as special insurance for tours, seminars, and special events).

Devon Miller Corporation, Carrollton, Texas
1985 - 1990
Vice President of Production
Coordinated and directed all video and audio production operations, as well as distribution. This included facilities management and real estate related activities. Supervised a warehouse manager, production manager, shipping and receiving supervisor, chief engineer, and a total of 20 employees. Maintained total profit and loss responsibility, and managed a $1 million budget.
• Created a subsidiary of Devon Miller called Devon Copy to handle all commercial duplication and distribution of audio and video cassette programs.
• Designed and supervised the installation of a full audio recording studio, audio and video duplication facility, an a fulfillment and distribution facility (initially saved over 25% in COG, improved product quality by 100%, and reduced defective product returns by over 50%).
• Produced over 25 hours of video training programs and 175 hours of audio programming, in addition to development of companion curriculum for the instructors.


United States Air Force - Sergeant E-4 - Awarded Airman of the Year


Oklahoma City University, Oklahoma City, Oklahoma
Bachelor of Science

Certified Facilitator of Corporate Training Programs - Devon Learning Systems
Management Accounting and Joint Venture Training - American Management Association


St. Mary's School for Special Needs Children
1997 - 1999
Auction Chairperson
Helped raised $200,000 consistently over each of the past three years, which is the highest amount ever achieved in this organization's history.

PRWRA Sandy Hild - The Résumé Doctor - - -

Nonprofit Executive Director

Sam Sterling
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Results oriented executive with comprehensive experience in non-profit and foundation administration. Proven ability to revitalize productive programs, identify and eliminate unproductive programs, conceive and implement new programs, and raise needed funds.


• Strategic planning • Program development • Assessment
• Budgets • Growth strategies • Relationship building
• Team building • Fund raising • Communication
• Research / data gathering • Gerontology


• President, Affordable Housing, Inc.
• Presidential Appointee, White House Conference on Aging.
• United States Representative to United Nations, Committee on Aging.
• National Counsel on Aging.
• Gerontology Society.
• Counsel of Senior Citizens.
• Community Policy Council of New York City Police Department.
• Vice Chairman, Planning Board of BakerTownship.
• Committee Member, Baker Township.


Manning Housing, Manning, NH
2001 - Present
Manning Housing is a $60 million non-profit affordable low-income housing development corporation with 10 full-time employees, 100 builders and tradesmen.

Spent great deal of time seeking funding for purchase of properties and development of joint ventures for future projects. Constantly interacted with contractors, developers, board members, and tenants.
• Created Sunside Village, a $5.3 million 36-townhouse community in Manning for low-income families. Developed and renovated abandoned buildings to create 30 apartments worth $4.7 million.

Northeast Senior Center, Inc, Manchester, NH
1974 - 1998
CEO/Ed. Founding
NSC is multi-service senior citizen program and is ranked in top 10 in country. NSC operates with $34 million budget with 273 employees.

Oversaw operation on day-to-day basis coordinating fund-raisers and developing and implementing new programs.
• Expanded agency from $125,000 to $25 million in 15 years. Expanded and developed much needed programs with city, state, and federal grants. Resolved expansion of Senior Citizen Center to a multi-purpose citywide program.
• Expanded and developed programs that could not be accomplished with government funds. Raised $9.2 million annually.
• Established Northeast Coalition for Senior Housing.
• Through networking and membership on various committees, developed professional contacts with various government agencies. As a result, organization received available funds majority of time. Became highly respected by government agencies.
Program accomplishments:
• Serviced 27,000 people 5 days per week at 6 nutrition sites.
• Assisted 760 people daily in Homebound Program.
• Created Senior Employment Program with 350 part-time older employees working in non-profit agencies.
• Created hospice for HIV people and Alzheimer's Center.


Boston College, Boston, MA
M.A. in Gerontology, 1971
M.A. in Classics, 1970


Fellow, College School of Gerontology, Class of 1994 honorary degree


. • National Council of Senior Citizens Convention, Older Workers in the Workplace
• Columbia University, Alzheimer's Study


Verbal and written proficiency in Russian, Greek, French, German, and Latin.

PRWRA Linda Wunner - - Career & Resume Design - Duluth, MN 55811 -

Regional Vice President

Drew Sterling
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Senior Account Manager • Total Quality Management • Technology Consultant

• Account Management - Excel at penetrating key accounts and increasing revenues through solution selling. Quickly establish rapport with individuals at all professional levels and from diverse cultures. Clearly focus product/services; identify target customers; capitalize on market trends; work to maximize client satisfaction together with revenue and profit expectations.
• Team Building - Decisive team leader with extensive experience recruiting and hiring salespeople and managers. Create an environment that is positive, motivating and fosters a competitive spirit that fuels cooperation and teamwork, while maximizing personnel's skills.
• Training/Communication - Promote corporate training initiatives in the classroom/field to motivate and develop first-rate sales team/managers. Review materials/manuals and update as needed.
• Quality - Superior aptitude in developing high level relationships that maximize company profits and revenues along with customer and employee retention using Total Quality Management and Technology Resources.
• Professional - High-energy achiever; use outstanding organization, communication and correspondence skills to build solid relationships. Generate top quality results by demonstrating superior product knowledge and integrity. Equally skilled at budgeting and financial management.
• Motivating - Dedicated, ambitious, goal-oriented self-starter. Strong "closer" with emphasis on strategic, solutions selling to major account markets, including established firms and small start-ups. Persuasive negotiator. Consistently achieve/surpass established sales goals. Lead by example.
• Skills - Technology savvy. Proficient in numerous computer applications. Microsoft Sales Specialist.


• e-Learning Summit; e-Lectrify to Learn, 2001
• Total Quality Management
• Certified Microsoft Sales Specialist (MSS), 1998
• Mission of Excellence, Rollins University, 1996
• Finding the Technology Buyer, 1998
• Quality I and II
• Quality at Work
• A Guide to the Tools and Processes


• Gold Club Member, 2000
• Rolex Elimination Derby #1 Sales Manager, 1988
• Million Dollar Round Table, 1999, 2000
• National Sales Manager of the Year, 1986, 1987
• Winner, Spring Madness Sprint Challenge, 1997
• Manager of the Month, 1981
• General Manager of the Quarter (Q1, Q2), 1994
• Salesperson of the Month (3 consecutive months), 1980
• Sales Manager of the Quarter, Q3, 1993
• President's Club (recurrent member)


Quality Tech Services, Inc, Baltimore, Maryland
2002 - Present
• Manage college partners in Florida and develop enterprise relationships with corporate clients. Collaborated with college partner in securing $3 million grant.
• Closed $500K in business during first 90 days.
• Won bid to implement Microsoft MCSE program at Magnet High School for 11th and 12th grade students. Coordinated training plan and trained test administrator. Students achieved an unprecedented 77% pass rate after one semester.

Production Point International, Orlando, Florida
1997 - 2002
• Deliver Technology Learning Solutions and Workforce Performance Improvement Strategies for software, network OS and business skills development to targeted customer base.
• Profitably direct account management programs for key customers in South Florida. Built account base from ground floor to over $1 million in revenue within 2 years. Increased customer satisfaction ratings with implementation of account management and retention strategies.
• Consistently maintain highest GM and lowest discount percentage in region.
• Gold Club Member 2000; consistently in top 10% in National Sales Ranking.

Professional Business Systems, Pompano Beach, FL
1996 - 1997
• Sold digital imaging and reproduction software and hardware. Generated $500K in new gross revenue within first 12 months with $112K gross profit.

Barton Protective Services, Atlanta, Georgia
1992 - 1996
Tampa, Florida
1995 - 1996
Lanham, Maryland
1993 - 1995
Springfield, Virginia
1992 - 1993
• Within one year turned around Tampa branch from 60% of sales and profit plan to 100% of sales and profit plan in Q1 1996.
• Managed first office to exceed $100K/month in sales in first year, March 1994.
• Achieved 117% Profit Plan, 1994. Recognized as #1 in company; President's Club 1994.
• Managed and motivated team members to achieve National Sales Champion, 1992, 1993, and #2 Rookie, 1993.

Production Resource Group, Greenwich, Connecticut
1989 - 1992
• Oversaw sales and distribution of consumer products; provided management, marketing and sales consulting in US and internationally.
• Generated $500K in wholesale first year sales for Environmental Products Division. Developed 350+ new distributors through December 1990. Produced $150K annual revenue in Telecom Division in first six months.

ADT Security Systems, Greenwich, Connecticut
1982 - 1989
• Built sales force, increased major accounts, spearheaded customer growth, and developed sales branches as profit centers in Westchester County, NY and Fairfield County, CT. Grew office from 9 employees and less than $500K in annual sales to 60+ employees and $2.5 million in sales.
• Hired and trained salespeople who achieved National Sales Status in several divisions:
• Residential (1986, 1987, 1988), Commercial (1988), and Rookie (1985, 1987).

Copy Systems, Inc, Glastonbury, Connecticut
1980 - 1982
• Increased territory production by 30% within one year. Ranked 2nd of 14 managers in average sales per man (1981) and 3rd of 14 managers in total sales ($1.1 million).


Northeastern University, Boston, Massachusetts
Business Administration, Minor: New Venture Management

PRWRA Jane Roqueplot - JaneCo's Sensible Solutions - 194 North Oakland Avenue - Sharon, PA 16146 - - - 724-342-0100 - 1-888-526-3267

Regional Vice President Securities

Robin Saunders
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Over 20 years of experience in the securities field. Hardworking and enthusiastic leader who develops strong working relationships and consistently exceeds goals. 7-time winner of the prestigious Prudential Securities Chairman's Club award. Seeking contract position to contribute sales training and expertise to growing company.

Turnaround specialist who refocuses team on selling, personal growth and achievement of specific targets. Expertise in identifying and articulating growth strategies which rely on solid sales and marketing techniques. Enjoys challenge of transforming poorly performing teams and enterprises through intensive training, coaching, listening and leading.


1984 - 2003

1997 - 2003
Promoted to develop region with poor and inconsistent results and difficult employees. Creativity and risk taking had not been encouraged in region, and teamwork and communication were non-existent.

• Increased assets from <$700 million to over $2.2 billion within 3 years. • Led the country in Customer Service scores. • Met Chairman's Club criteria for exceeding goals in Customer Service, New Account growth and Asset Targets all years: 1997-2003. • Opened 9 branches, for a total of 26 branches in Florida region. • Set specific quantifiable business result goals for region with key managers and Sales Director. Developed techniques to improve training and coaching. • Instituted marketing program to strengthen referral relationships with fee-based Financial Advisors to keep high net worth clients from leaving the firm. • Resolved personnel issues by working with individuals and reassigning them to positions that better used their talents and met their strengths, and by making tough decisions to eliminate some managers. • Sent strong message to staff by moving long-tenured manager into new position that tested his skills and had him accept new challenges. • Redirected routine operational phone calls and transactions to centralized support center. Focused staff on selling, specifically, cross selling and up selling of products and services. • Developed and implemented a revolutionary Employee Review Panel to award promotions. Method was fairer; it cut down on favoritism and ensured that people were prepared by the time they advanced. • Invited to become member of the Board of Governors for the Florida Securities Dealers Association. Atlanta, GA 1994 - 1997 SALES DIRECTOR & TRAINER Awarded new role that focused on the strategic design and execution of Business Development sales initiatives after Regional Director positions were eliminated in a company-wide restructure. Challenge was to improve results for calling campaigns, promotions, relationship building and special programs, customer retention techniques, and, importantly, sales training and development. High priority went to helping branch managers learn to evaluate skill sets and apply training, coaching and mentoring skills. Delivered an incremental $80 million in assets due to creation of innovative sales contest that rewarded converting customers to new Active Trader program. Bonus money was allocated to each branch based on successful performance of an outbound calling program. • Trained 125 salespeople in intensive 3-day Professional Sales Skills (PSS) session from Learning International/ AchieveGlobal. Class sizes ranged from 10-15 participants per workshop. • Redesigned training sessions to be challenging yet maintain an appropriate pace with humor interspersed throughout program. • Used strategy of building shyer trainees' confidence slowly while allowing more confident participants to focus on practice and refinement of skills. • Independent post-workshop survey results showed above average participant satisfaction with training workshops. • Followed up with PSS students in the field through on-the-job coaching. Visited 20+ offices in 7 states on regular basis to reinforce and enhance classroom training. Atlanta, GA 1993 - 1994 REGIONAL DIRECTOR Promoted to manage the 7 state southeast group. Challenge was to grow the region through sales initiatives, business planning and employee development. Reported to the Regional Vice President and assisted with operations, audit, budgeting, and expense reduction. Directly managed 4 Regional Investment Specialists/Salespeople and 4 remote one-person branches. • Led 7 out of 8 direct reports to meet or exceed sales goals within one year. • Created and developed Business Development targets and executional plans for each office, as well as assisting in creation of regional Business Development plan. • Developed relationships and enhanced personnel performance by traveling to each territory quarterly for one-on-one development time with employees. • Trained employees to deliver impactful talks through joint presentations that enhanced their selling skills. • Overcame difficult reporting situation with boss through developing solid relationship and mutual trust. • Certified to teach the Professional Sales Skills (PSS) program by Learning International through intensive 5-day certification program. Also certified to teach the Professional Sales Coaching (PSC) program. • Won status as a Platinum Club member for delivering results 200% above goal for New Accounts, Asset Growth and Customer Service. Philadelphia, PA 1990 - 1993 BRANCH MANAGER Promoted to this 16-person office. Challenge was to institute Business Development tactics and sales focus along with employee development. Office's focus was almost totally on operations, and employees were rewarded on number of customer phone calls they handled, trades they made or amount of paperwork they processed. Also, office displayed lack of teamwork. • Shifted reward structure: created new bonus plan that eliminated operational results and recognized Customer Service and Business Development goals. • Removed call monitoring and statistic-measuring devices to support new strategic focus on service and sales. • Instituted series of meetings with each employee for 60-90 minutes to discuss goals, dreams and aspirations. Developed trust and rapport to help uncover individual's talents and interests. • Eliminated or reallocated several personnel not committed to change and growth. New culture did not allow for status quo. • Hired successful enthusiastic and bright managers who now occupy high level positions within firm. • Grew number of accounts from 19,000 to over 30,000 in less than 3 years. • Increased assets from <$600 million to over $1 billion. • Personally handled clients with assets >$5 million.
• Led office to 3 Chairman's Club victories for exceeding Business Development and Customer Service goals. Also, sole office to reach 1992 asset target 4 months early.
• Nominated twice for Branch Manager of the Year.

Rochester, NY
1984 - 1990
Hired to interview, hire and train employees to open new branch for company. Handled risk management and fraud prevention by supervising account opening process and check approval. Charged with task of growing branch assets and new accounts through new Business Development focus.

• Selected and trained 2 employees and opened branch in 1984. Eventually grew to staff of 5 who performed complete operational services for customers within the branch.
• Grew accounts from 1,000 opening accounts transferred from other branches to over 10,0000 accounts.
• Increased assets to $300 million through revolutionary focus on both increasing new accounts and getting incremental business from each customer
• Created and implemented the practice of assigning individual New Account targets to staff, to change focus from operational processing to outside prospecting.
• Actively increased referral rates through creating referral program for customers
• Won new Chairman's Award in 1989 and 1990 due to Customer Service scores and Asset growth. Charter member of "200 Club" for delivering results 200% above goal.
• Branch Manager of the Year, 1990.

Previous employment included Representative positions at: Kidder Peabody & Company; Paine Webber Jackson & Curtis; Bache, Halsey, Stuart, Shield and Rochester Savings Bank.


Learning International Group - Professional Sales Skills (PSS) & Professional Sales Coaching (PSC)
Dale Carnegie - Public Speaking Course
Terry Pearce - Leading Out Loud
Tom Peters Group - Leadership Challenge
University of Rochester - B.A. in Business
New York Stock Exchange - Series 6, 63, 3 and 24 licenses

PRWRA Gail Frank - Frankly Speaking - Tampa, FL 33626 - - - (813) 926-1353 - (813) 926-1092 fax

Senior Economist

Drew Sterling
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Executive-level economist with a 14-year history within the oil and gas industry as a Senior Economist with Quaker State. Corporate experience is diverse and includes short-term and long-term forecasting, risk management, hedging, modeling, strategic planning, and market outlooks. Additional academic experience involves teaching a variety of economic coursework to both graduate and undergraduate students at various universities in Houston and New York. Earned a Ph.D. in Economics.


Quaker State Company, Houston, Texas
1996 - Present
Senior Economist - Quaker State Exploration Company
Served as the sole economist within this multi-billion dollar oil and gas corporation. Provided information regarding oil and gas markets (prices, storage movements, drilling costs, supply and demand, risk management, outlook, econometric modeling, and statistical analysis), short-term and long-term interest rates, prices, profit planning, short-term and long-term forecasting, strategic planning, and inflation rates.

Major Accomplishments:
• Member of a team that started a new risk management group from ground zero, led by the Vice President of Crude Oil and Natural Gas Marketing; integrated trading and crude oil exchanges between upstream and downstream activities, and developed hedging strategies for risk management (added several million dollars in net income)
• Developed models that analyzed and forecast natural gas site-specific price differences (basis)
• Analyzed downstream oil margins and correlations between crude oil and oil products used to forecast crack spreads
• Developed Monte Carlo simulations of natural gas storage and natural gas prices using @Risk software (allowed a 95% confidence interval for storage levels)
• Produced on Oil and Gas Outlook in October 1996 and April 1997 that justified and explained long-term ten year forecast, short-term one year forecast, and oil and gas market outlooks
• Created a highly successful and accurate model that predicted natural gas storage movements
• Wrote an outlook of Canadian natural gas market, taking into consideration that it is a smaller market where weather is a greater factor

Quaker State Company, Houston, Texas
1984 - 1995
Senior Economist - Energy, Corporate Planning and Economics
Performed oil and gas related macroeconomic activities such as econometric modeling, statistical analysis, and forecasting. Conducted presentations to management on economic and oil and gas outlook. Served on various committees within industry associations.
Major Accomplishments:
• Developed a valuation of coal seam gas and coal reserves utilized in a potential acquisition
• Analyzed various energy tax proposals to determine their effect on the industry as a whole and on Quaker State in particular
• Contributed to a paper on the Strategic Petroleum Reserve, arguing for continuation of the fill rate that was submitted to the National Research Council

Texas Oil Corporation, Houston, Texas
1982 - 1984
Senior Economist - Economics Division, Corporate Planning
Worked with team to develop and refine econometric modeling, statistical analysis, and forecasting. Briefed management on economic outlook for energy industry. Assisted industry association committee members with gathering and processing economic and production data.


Houston Christian University, Houston, Texas
1985 - Present
Adjunct Professor of Economics
Provide instruction on the graduate level in macroeconomics and managerial economics (microeconomics, statistics, econometrics, risk analysis, market theory, and regulation).

Texas State University, Houston, Texas
1997 - Present
Instructor of Economics
Teach a graduate course in managerial economics.

New York University, StoneyBrook, NY
1976 - 1981
Assistant Professor
Taught microeconomic theory, econometrics, public finance, and mathematical economics within the graduate program. Served as acting director of the Institute for Urban Science Research in 1981.

Columbia University, New York, NY
1975 - 1976
Assistant Professor of Economics
Taught microeconomic theory and public finance to both graduate and undergraduate students.


Ph.D, Economics

Master of Arts - Economics - December 1970
Bachelor of Arts - Economics - June 1969


International Association for Energy Economics - Current Member
American Economic Association - Former Member
The Escape Center - Member - Fundraising activities for child abuse relief
Leukemia Society - Member - Fundraising

PRWRA Sandy Hild - The Résumé Doctor - - -

Senior VP Director Of Operations Manufacturing

Chris Fong
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


• High achiever with strong leadership abilities. Communicate positively with people at all levels of organization.
• Analytical and perceptive. View problems from various perspectives and evaluate viability of alternative solutions.
• Entrepreneurial spirit complimented by ability to be innovative and creative.
• Strategic thinker and perceive possible future needs. In response to changing technological needs, develop successful and innovative growth strategies to expand product offerings and diversify distribution channels to keep company profitable.
• In addition to strong manufacturing environment, attuned to marketing aspects of business and sensitive to needs of customers. Committed to providing quality products and the best in customer service.


Borni Corporation, Smith City, CA
1999 - Present
Senior Vice President - Director of Operations
Manufacturer of coated papers and films for wide format reproductions.

Directed all manufacturing and scheduling of 19 coating lines and converting operations in 3 U.S. facilities that supply 200+ products in 30,000 configurations to customers and national and international distribution centers and subsidiary company.

• Presided over R&D Department with goal of accelerating expansion of product line of color ink-jet media. Promoted program for pre-trial and post-trial reviews to effectively utilize time on production equipment and control materials consumed for testing purposes. Results: Estimated annual savings of $80,000.
• Provided corporate management involvement in continued installation and de-bugging of MOVEX ERP system. Coordinated with others to define problems, isolated causes, defined solutions, and developed corrective actions. Identified capability within ERP to accommodate additional decimal places for pricing of bulk sales. Resulted in estimated revenues to be realized of $300,000 annually.
• Negotiated and secured commitments from vendors obtaining best prices, delivery terms, and extended price guarantee periods. Brought fragmented purchasing activity under control of Central Purchasing and competitive bid process.
• Initiated program to install product-labeling capability in domestic distribution centers. Results: Reduced inventory requirements and allowed distribution centers to private label products for multiple customers.
• Interfaced with marketing department to identify needs for new products and modify performance characteristics of existing products.

Able Company, San Diego, CA
1976 - 1999
Coated paper manufacturer for wide-format reproductions with annual sales of $6,500,000. Report to Board of Directors and oversee 4 direct and 25 indirect staff.

Established company as progressive organization with quality products and reputation for excellent service. Became respected competitor in industry dominated by larger companies.

• Revamped plant layout resulting in increased efficiency in material storage, movement, and order picking.
• Installed inventory control system with minimum stocking levels and reorder points. Negotiated with major paper mills and chemical suppliers to obtain pricing on par with larger volume users within industry.
• Developed marketing and sales programs. Introduced new products such as specialty-coated papers for plotters and color ink jet printers/plotters to meet changing demands of reprographic industry.
• Pioneered industry use of photo-black opaque plastic for wrapping light-sensitive products which resulted in elimination of 2 operators, increased productivity, and saved approximately $40,000 annually in packaging costs.
• Spearheaded the use of computer-printed product labels--another first for industry. Results: Enabled this small company to have competitive advantage by offering private labeling as added service for customers.
• Started up sister company, Ferndale Corporation. when need arose for faster, cleaner, and more flexible means for printing variable information on product labels. Drew upon systems and programming background to develop software that fulfilled needs, but would also be flexible enough to allow other companies to design, format, and print variable information on their labels.
• Through capitalizing on its limited resources and continually improving efficiency and productivity, company remained profitable during most of tenure. Involved in all aspects of business and responded quickly with innovative products and services.
• Developed service-bureau operation to scan large-format documents. Marketed service to existing and new dealers as additional benefit they could offer to their clients without any capital investment.
• Established and maintained favorable banking relationships.
• Designed, specified, and installed UNIX-based system for order entry, billing, production reporting, sales analyses, and all accounting functions. Successfully upgraded and converted all applications to be Y2K compliant.


DePaul University, Chicago, IL
B.S., Accounting
Graduate coursework in accounting, finance, marketing, management in MBA program.


Association of Engineering Graphic Imaging Systems (AEGIS), formerly Association of Reproduction Materials Manufacturers (ARMM)
Treasurer and Director, ARMM, 1984 - 1999
American Institute of CPAs
Illinois Society of CPAs
International Reprographics Association (IRgA)

PRWRA Linda Wunner - - Career & Resume Design - Duluth, MN 55811 -

Unit Director Retail Stores

Lee Robertson
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Executive Management Leader

· With 14 years of top leadership experience.
· Currently managing 4 locations with 927 employees, producing $176 million in annual revenues.
· Organized and orchestrated the opening of 4 stores throughout tenure with current company.
· Communicated successfully with architects for store design and décor, construction supervisors and other contractors for facilities management and maintenance, vendors for inventory and merchandising, and dignitaries, guest speakers, and the media for pre-opening celebrations.
· Overachieved on store income budgets and garnered double digit net income from one location, which was well above industry average.
· Active participant in company mentorship and leadership development programs.
· Bilingual with the ability to speak, read, and write in fluent Spanish.
· Computer skills include Microsoft Office (Word, Excel, PowerPoint, Outlook, and Publisher), and People Soft (Human Resource Function).


1995 to Present
Houston, Laredo, and Hondo, Texas
Unit Director / Team Leader – Houston, Texas (March 2002 to Present)
Primary focus on managing an 86,000 square foot, $51 million store at Stuebner Airline and Louetta.
Coordinated and directed all operations from store design to construction and grand opening of two new stores in one year, including managing multi-million dollar budgets and negotiating contracts.
· August 2003, Stuebner Airline and Louetta (store currently managing).
· January 2003, Beltway 8 and Beechnut, 91,400 square feet, $49 million in annual sales.

Provide team leadership and mentoring to nurture and develop top management personnel at three locations—includes developmental plans and coaching on budget management and driving top line numbers, as well as bi-annual performance reviews.
· Kingwood, a $30 million, 56,000 square foot facility.
· Attasocita, an 86,000 square foot store producing $46 million in revenues.
· Beechnut (one of new construction locations), 91,400 square feet and $49 million in annual sales.

New Construction Accomplishments:
· Brought to Houston to open new stores based on previous success with company.
· Opened Stuebner Airline store 2 weeks ahead of schedule with 4,700 less hours and $263,000 less in expenses.
· Reduced expenses by $176,000 at Beechnut store and opened under budget with 3,400 less hours.

Store Management Accomplishments:
· Currently at 118.87% of sales plan year-to-date.
· Came in 1.15% under budget for manager controllables (training, payroll, payroll taxes, benefits, sick leave, Workmen’s Compensation, store supplies, store services, utilities, insurance, and cash management).
· Chaired a team that established the 5-S Program for total control of back room with perpetual inventory control and reduced total store shrink by more than 40%, achieving 1.91%.

Mentorship and Leadership Accomplishments:
· Contributed to the attainment of 117% of budgeted sales at Beechnut location for first year’s production.
· Currently a Leadership Development Center (LDC) Assessor, evaluating and assessing performance of unit directors and team leaders through intensive training programs established by Personal Decisions International (PDI).
· Selected to serve as Master of Ceremonies for three years at company’s annual meetings, with over 6,000 managers from store management to senior officers from the H.E.B. organization.

Unit Director / Team Leader – Laredo, Texas (April 1998 to March 2002)
Managed all operations of the 71,000 square foot McPherson store, which produced $65 million in annual revenues. Supervised 266 employees.

Major Accomplishments:
· Delivered and maintained double digit store net income in fourth quarter, maximizing at 12.6% well above national average.
· Garnered an annual net income of $5.8 million or 8.92% of annual sales.
· Grew the business from $30 million to $65 million in 3 years and 9 months.

Store Director – Hondo, Texas (March 1997 to April 1998)
Maintained sole responsibility for coordinating and directing all operations of this 42,000 square foot store that generated $23 million in annual revenue. Supervised 121 employees.

Major Accomplishments:
· Produced 152% of goal by increasing revenue to $23 million within 6 months after opening new store.
· Attained maximum partner share payout for senior management by overachieving on budget.

Store Director – Laredo, Texas (May 1995 to March 1997)
Worked under the direction of a unit director, managing the San Dario store location, an 88,000 square foot store producing $60 million in revenue per year. Reduced total store expenses by 11%.

ALBERTSON’S, San Antonio, Texas
1985 to 1995
Store Director (August 1990 to May 1995)
Selected for fast-track management program, receiving promotion to store director after just 5 years and 3 months, the youngest store director appointed in Albertson’s Southwest Region. Previous positions held included drug store clerk, camera shop manager, assistant drug manager, drug manager, and assistant store director.


Bachelor of Business Administration Program – Emphasis on Finance

· Select for Success
· Leadership Development Center (LDC) - PDI Evaluation
· Manage Execution Trainer
· Behavioral Base Feedback Coach
· Diversity Management
· Leadership I and II
· Legal I, II, and III
· HIPPA Certification


Former Member / Vice President Board of Directors
Former Member / Vice President
LAREDO FOOD BANK – Laredo, Texas
Former Officer
Former Member Advisory Board / School of Trustees

Sandy Hild - -

Vice President Finance

Taylor Anderson
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Over 25 years of experience as a Financial Executive in the Manufacturing field. Creative and innovative leader who works well under pressure and manages and develops employees. Led charge to take company private after growth from $10 million to over $300 million. Company went public (NASDAQ) in 2002. Pioneered changes in financial reporting models, purchasing methods and MIS customization.

Looking for new part-time/consulting challenge where high level of business acumen is needed, along with strong planning, creativity, and negotiation skills. Works best in team environment where mentoring and new ideas are valued.


TEXTILE INDUSTRIES INC., West Paterson, New Jersey
Vice President Finance / Board of Directors / Secretary of Corporation / General Partner
Spent over 20 years with authority for strategic planning, development and growth of financial functions, while most recently working as a consultant for this international industrial textile manufacturer. Concurrently performed as senior executive manager while assuming day-to-day responsibility for all financial, purchasing and MIS departments. Company is now listed on NASDAQ (TEXI) with sales of $350 million, 2500 employees, over 2000 products sold in 65 countries, 6 plant sites and subsidiaries in the United Kingdom and Ireland. Managed 75 people.

• Bought General Partnership of company with group of senior managers through creative financing. Considered a "coup" by Wall Street insiders.
• Appointed as Team Leader to secure $140 million high-yield bond issue underwritten by Merrill Lynch.
• Led 12-city road show to sell bonds. Made presentation on company and answered questions during session. Developed additional positive relationships with investors, banks and financial analysts.

• Created innovative financial planning model and reporting system that later became a benchmark for other companies. Contrasted actual costs versus budget versus standard, and allowed for better controls and analysis.
• Developed excellent long-term relationships and financing ability with banks through creation of 5-year programs and consistently demonstrating success on projects.
• Orchestrated all financial reporting including quarterly and year-end reporting, banking, debt management, corporate tax, cash management and SEC filings.

Product Development & Marketing
• Improved marketing approach and capital expenditure selection process through creation of activity-based costing system. Decisions on individual product's value to the company could now be determined through analysis of direct, fixed, and administrative expenses.

Capital Expenditures
• Administered a capital expense budget of $20-$50 million annually, reviewing capacity needs, technology advancements and marketing forecasts.
• Negotiated $85 million multi-bank line of credit to finance major capital expenditures, displaying tight forecasting and planning skills to balance the demands of running at full capacity versus the cash flow demands of buyout.

Acquisitions & Divestitures
• Led several processes to evaluate new ventures, resulting in 4 major acquisitions and 1 divestiture. Assembled multi-functional team and spearheaded discovery process for information: financial histories, marketing plans, market demand, plant modernization needs, staffing issues and other issues.
• Chaired negotiations to develop mutually agreeable terms and conditions that were favorable for the company. Recommended next steps to Board regarding proceeding or stopping acquisition efforts.

• Created, staffed and developed procedures for department which grew to buy $200 million annually. Embraced and implemented service attitude and approach for internal and external customers.
• Developed new system for multi-departmental teams. Created strong vendor partnerships for major purchases and key materials.
• Saved $3 to $5 million versus competition through negotiating long-term supply contracts at below-market value pricing and creating supply assurance in tight market.

MIS Department
• Led customization efforts of department to develop new integrated information system adapted for IBM AS/400 model. Several individual systems were bought from leading specialty vendors (i.e. inventory control, accounting and credit systems), and modified to both work together and accommodate enormous company growth.

Risk Management & Employee Benefits
• Evaluated and recommended new vendors and programs for employee benefits and medical programs.
• Saved $1.5 million and championed company to become one of the first companies to launch a managed care health plan.
• Launched 401K plan for company. Spearheaded creative funding by securing management agreement to grant smaller salary increases during first year to fund program.

Director of Finance / MIS Manager / Accounting Manager
Managed all financial activities for this $20 million commercial textile company. Managed MIS department and specified and installed the company's first computer system. Created and implemented the company's first cost reporting system.

DELOITTE, HASKINS & SELLS, CPA's, St. Louis, Missouri
Completed audits for both small and large companies such as Monsanto and General Motors.

DELOITTE, HASKINS & SELLS, CPA,s, St. Louis, Missouri
Completed audits for both small and large companies such as Monsanto and General Motors.


University of Rhode Island
B.S., Accounting

Financial Executives Institute (FEI)
Financial Reporting Issues

Duke University
Business Planning

American Management Association
Management Skills

Harvard Law School
Negotiation Skills

IBM and University of Tennessee
Computer and Software Training

PRWRA Gail Frank - Frankly Speaking - Tampa, FL 33626 - - - (813) 926-1353 - (813) 926-1092 fax

Vice President International Marketing

Stacey McGovern
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Senior Level Professional with 22 years experience ranging in marketing, operations, corporate security, customer relations, and project management.


Helix International, Lafayette, LA
1995 - Present
Vice President, International Marketing / Operations
Direct international marketing, including strategic marketing of products and services. Formulate, analyze, and present bids. Conduct site representation of projects and public relations efforts. Establish company presence in new countries.

Jaybird Corporation, Lafayette, LA
1992 - 1995
Vice President of Operations
Gained diverse oilfield service company with locations in Houston, TX, and New Orleans and Lafayette, LA. Managed, interpreted, implemented and coordinated all departmental activities related to corporate operations. Departmental areas of responsibility included: Construction, Maintenance, and Transportation. Formulated, analyzed, and presented bids. Performed quality control, inspection and site representation of projects. Served as employee arbitration specialist between the company and its employees. Other responsibilities included: domestic and international marketing strategies, and publicity presentations with corresponding sales representative. Controlled costs in all of above areas.

Baker and Baker, Inc., Lafayette, LA
1986 - 1992
Safey Director/Corporate Security
Managed, interpreted, implemented and coordinated all safety policies, procedures and regulations pertaining to the industry, in compliance with all government regulations. Conducted representation and inspection of all work sites, coordinated all safety training, accident investigation and prevention, contraband detention and rehabilitation programs, workers compensation and corporate security enforcement. Served as medical review officer for corporate related matters.

Baker and Baker, Inc., Lafayette, LA
1984 - 1986
Divisional Manager
Managed Pipe Maintenance, Inspection Division and assisted Contract Labor and Sandblasting Division as well as Estimation, B.D. Formulation, Solicitation, and Project Management. Divisional Manager of Mud Technical Services and solid controls, H2S Equipment and services for drilling rigs.

Bradford Business Associates, Lafayette, LA
1982 - 1984
Executive Vice President
Managed all aspects of an oilfield service company from customer relations, personnel, accounting, to coordinating all operational services performed by BOCO of Lafayette.

Bradford Business Associates, Lafayette, LA
1980 - 1982
Senior Project Superintendent
Founded with two partners. Formed 3 Divisions - Contract Labor, On/Offshore sandblasting and painting, Pipe Maintenance Divisions. Solicited and marketed above services, estimated and formulated bids, for all projects including coordination of all transportation, personnel, equipment, materials and supplies as related to project. Handled administrative duties, as related to new company start up.

Medical Hospital, Lafayette, LA
1975 - 1980
Nurse IV
Worked all departments in hospital during educational process. Performed all nursing activities under supervision.


• Certified Instructor: H2S, AP1RP2D, CPR, Crane Operator, First Aid, Offshore Orientation
• Nursing License


University of Southwestern Louisiana, Lafayette, LA
Bachelor of Science - Nursing - 1980
Bachelor of Science - General Studies - 1980


• Effective Management Development
• MS Windows 95, Word, Excel, Access, PowerPoint, Outlook, Quicken, Internet - 1998
• American Society of Safety Engineers - Certified Safety Professional - 1991


American Society of Safety Engineers - Professional Member - 1991
Lafayette Society for Training & Development - LSTD - Member - 1989
Steel Structure Painting Council - SSPC - Member - 1989
National Association of Corrosion Engineers - NACE - Member - 1988
American Society of Safety Engineers - Member - 1987
Acadiana Safety Association - Member - 1986
American Red Cross - Member - 1986
National Safety Council - Member - 1986



PRWRA Laurie Roy - PRWRA President - -

Vice President IT

Jordan Winters
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234

Information Technology • Management Information Systems • Sales and Marketing • Business Development

Positive, results-driven, and innovative individual with proven success in balancing operational efficiencies and business growth with client satisfaction, offering more than 20 years’ progressive and stable experience with world-class, Fortune 100 organization. Take pride in ability to effectively combine corporate objectives and values with personal and professional goals and work ethics. Employ proactive management and strong leadership techniques to generate accomplishment-driven workplace environment, resulting in employee loyalty. Build and foster strategic business relationships with C-level executives, maintaining customer satisfaction at all levels. Possess extraordinary capabilities in the areas of:

New Business Development
Account Management
Global Sales and Marketing
Budget Administration
Total Quality Management
Change Implementation
Strategic Planning
Human Resources Leadership
Product Development


· Recognized by XYZ Corporation as #1 Sales Professional: President’s Club Award for achievement of $7.8M in sales on $3.2M budget for FY 2002.
· Led start-up activities of Technical Operations division from ground floor, developing and implementing departmental structure and strategies. Generated $226M in revenues on $143M operating budget.
· Negotiated acquisition of distribution rights of Barr Systems Software and Data/Ware systems on behalf of XYZ, resulting in exception levels of revenue growth and receipt of President’s Award, 1996.


1981 – present
Senior Solutions Manager – Industrial Business Unit (2000 – present)
· Direct and monitor all facets of product and service sales and marketing, technical project development and implementation, and contract negotiation.
· Maintain P&L responsibility for unit: set direction and manage changes resulting in continuously meeting and achieving organizational goals and project timelines.
· Build, lead, and foster highly qualified multi-tasking, cross-functional teams capable of meeting timelines and bringing project to completion while remaining within budget and scope specifications.
· Conceive, develop, execute, and implement state-of-the-art knowledge sharing solutions for global enterprises, resulting in client savings of up to 20% and increased revenues, enhancing profitability for client and company.
· Achieved 222% of quota for FY 2001, generating $10.8M in revenues.

Project Manager/Technical Liaison (1999 – 2000)
· Served as key member of team responsible for development and implementation of Technical Operations Services and Support division’s Technical Delivery Unit.
· Liaised between NASG Launch Team, and Technical advisor, ensuring all parties remained knowledge of organizational goals.
· Consulted with Analyst, CBU Specialist, and Sales Representatives to develop standard operating processes and procedures.

Manager of Technical Operations – CBU Senior Staff (1999)
· Developed and monitored efficient and productive teams with operations budget in excess of $10M annually.
· Directed activities of 47 personnel in areas of strategic operations, technical sales, and billable services.

Technical Program Manager (1997 – 1999)
· Led teams to generation of $200M in revenues in gross revenues over 21 months.
· Managed all aspects of production printing, technical equipment and application viability, product and customer support services, environmental configuration consultation, and training.
· Maintained responsibility for product validation and acquisition, vendor relations, and contract negotiations.

Service Marketing Manager (1996 – 1997)
Marketing Consultant (1993 – 1996)
Worldwide Product Manager (1991 – 1993)
Program Manager (1987 – 1991)
Senior Applications Consultant (1985 – 1987)
Product Marketing Consultant (1983 – 1985)
Senior Systems Analyst (1981 – 1999)


OS/Environments: TOS, DOS, MFT, MVS, TSO, CICS, IMS, OS2, Apple-OS, MAC-OS, VMS, UNIX, AIX, HPUX, MS-DOS, PC-DOS, DR-DOS, Windows NT, Networks
Platforms/Protocols: Mainframes {IBM, Cray, Amdahl, Sperry, Univac, Burroughs}; Mini-Computers {Digital, Data General, HP, Compaq, Tamdem, Texas Instruments}; Personal Computers, Servers, Router, Hubs, Switches, Bridges; XNS, Ethernet, Token Ring, TCP/IP, Banyon Vines, Frame Relay, ATM, VPN, OSI
Software: Office Suites (Lotus, Corel, Microsoft}, Printer Descriptor Languages (Postscript. HPCL, TROFF, ASCII, EBCDIC, Interpress), Preprocessor Applications (i.e.: ADOBE Acrobat); Project Management, Document Management, Archiving/Retrieving
Languages: Fortran, COBOL, PL/1, Assembler, RPG, C, C+, C++, PASCAL, Visual Basic, Basic, SQL, HTML
Hardware: PC, Servers, Printers, Scanners, and various peripherals
Networking: LAN, MAN, WAM, W-LAN, NAS and SAN, TCP/IP


Bachelor of Science in Mathematics – 1977
California State University at Los Angeles - Maintained 3.86 GPA


Managing People and Processes • Quality Improvement • Middle Management School • Inspecting for Quality
Leading Cross-Functionality • Measures of Quality • Advanced Management School • Leading the Enterprise
Leadership through Quality • New Manager School • Problem Solving Process • Effective Listening Skills
Business Leadership Series • Implementing Diversity • Exercising Influence • Managing Technical People


Member, Who's Who in America • Member, New Life Presbyterian Men's Council
Member, Alpha Phi Alpha Fraternity • Member, Des Moines Urban League

Lea J. Clark - -

Vice President Manufacturing

Dale Wong
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Executive management position that can utilize demonstrated expertise in achieving positive financial and operating results in start-up, turn-around, and challenging international markets.


Results-driven management executive with experience leading start-up and high-growth organizations worldwide. Recognized expertise for building, reorganizing, streamlining and strengthening operations in difficult markets. Excel at identifying and capitalizing upon market opportunities to drive revenue and profit growth. Expertise includes:

• Strategic Business Planning • Corporate Finance & Budgeting
• Process Re-engineering • Multi-Division Management
• Foreign / U.S. Government Relations • Cost Containment & Profit Growth
• Manufacturing Operations • Contract Negotiations
• Facility Construction • New Business Development


SwissTel, Geneva, Switzerland
1996 - Present
Spearheaded the development of SissTel's fastest growing and highest quality manufacturing, distribution, and marketing division. Maintained total responsibility for P&L, financing activities, manufacturing, financial reporting, contract negotiations, facility management, and governmental compliance. Received The SwissTel Manufacturer of the Year Award in 1995, 1996 and 1997.

• Profit Improvement: Increased annual revenue to $157 million from $8 million and gross margins to 47% from 28%.

• Business Expansion: Oversaw the construction and financing of two new manufacturing plants totaling 30,000 sq. meters. Directed all facets of this $15 million project including budgeting and funding, construction, equipment design, and layout. Increased manufacturing capacity to 100 million unit cases from 12 million unit cases.

• Process Improvement: Integrated state-of-the-art packaging and manufacturing processes. Successfully increased productivity by 53% over previous 22%.

• System Development: Directed the conversion of a System 36 to an AS/400, providing computerized sales, distribution and inventory control. Consistently upgrades and improved system to reflect technological improvement and to segue into increased system productivity.

• Purchasing: Purchased all manufacturing equipment and production inputs with an annual budget of over $100 million.

• Finance & Accounting: Managed all aspects of company finance and accounting, as well as requisite personnel. Performed all financial forecasting and annual budgeting. Reviewed audit reports from big five audit firm and made appropriate recommendations to management.

Helix International, Geneva, Switzerland
1993 - 1996
Recruited to direct the management and reengineering of operations for this distribution company. Maintained complete responsibility for all operations, human resources, sales and marketing, regulatory approvals, and P&L.

• Sales & Marketing: Developed and cultivated all company wholesale vendor accounts, expanding from initial position as Switzerland distributor to a distribution serving vendors globally. Successfully built operation from a struggling $1.3 million to $12 million monthly in gross revenues.

• Warehouse Planning & Management: Established all warehouse, distribution and inventory control plans and operations management for two warehouses in Switzerland and British Columbia. Performed warehouse planning from selection of location and lease negotiation through warehouse design and set up, implementation of computer system, and development of all procedures for warehousing and inventory control.

• Human Resources: Directed a human resource staff in realigning personnel functions for recruitment, training, and management promotions. Realized a significant reduction in turnover from 42% to 8% in FY94.

• Order Fulfillment: Oversaw warehouse manager in the supervision of pick, pack and ship with an average of 500 to 700 orders daily.

Helix International, Detroit, MI
1987 - 1993
Directed the strategic planning, financial, accounting and administrative functions for the corporation and its twelve subsidiaries. Held responsibility for financial analysis / reporting, tax planning, cash management, corporate banking, budgeting and audit management.

• Financial Statements: Prepared financial statements and supported data to ensure compliance with SEC guidelines by completing quarterly 10-Q and annual 10-K reports.

• Taxation: Compiled and summarized reconciliation records to provide FASB 109 disclosure and the basis for tax reporting. Directed and managed staff for preparation and timely filing of all federal and state tax returns including partnership, corporate, multi-state, and health and welfare plans.

• Consolidation: Consolidated monthly financial information into financial statements from fourteen separate reporting units.

• General Accounting: Oversaw payroll for 150 personnel, verified accounts payable, 941 and state unemployment.


Harvard Business School, Boston, MA
Masters, Business Administration
Specialized Curriculum: International Business, Investment Banking, and Marketing

Yale University, New Haven, CT
B.A., Business Administration

PRWRA Laura DeCarlo - A Competitive Edge Career Service - -

Vice President Marketing And Sales Best

Alexandra Simms
9027 Hill Place, San Francisco, CA 94112 / Tel# (415) 555-1168 Email:

Vice President, Marketing and Sales


Senior sports marketing executive with 12 years experience in product positioning, brand management, advertising, marketing, and sales program development and partner relationship management. Demonstrated track record of success in surpassing market competitors, aggressively increasing market share, and driving profit margins to new heights. Excel in creating marketing campaigns that build cutting-edge brand imagery and consumer recognition. Creative, focused, and persistent with an extensive bank of influential media and industry contacts.


· Market Analysis
· Product Positioning
· Cross-brand Advertising
· Relationship Management
· International Retailing
· Sales Forecasting
· Strategic Planning
· Media Relations
· Product Launches
· Endorsements
· Trade Shows
· Promotions


2000 - Present
Vice President, Marketing and Sales
Defined strategies to grow regional sports equipment vendor into international sports equipment retailer. Managed and enhanced profitability of 15 operating locations producing $30 million in annual revenue. Positioned the company to expand through franchising internationally.
· Served as key liaison to analyze diverse markets and develop relevant promotional, public relations, and e-market capabilities to strengthen international marketing campaigns.
· Coordinated distributor relationships to expand product presence into the United Kingdom, Europe and Asia.
· Developed marketing collateral for trade shows to strengthen company’s visibility.
· Established partnerships with sports equipment manufacturers to redirect retail returns.
· Expanded product line, forecasted to generate $10M additional revenue per year.
· Identified and negotiated endorsement agreements with major sports figures.

1999 - 2000
Vice President, Sales and Marketing
Managed department of 45 sales and marketing associates, and 15 finance and support personnel. Developed strategic and tactical marketing plans. Set sales goals and analyzed opportunities to grow market share and increase visibility. Established strategic partnerships with professional and amateur sports organizations to co-brand equipment.
· Opened new markets by expanding traditional focus internationally and by broadening target markets, resulting in 35% increase in revenue.
· Initiated direct-to-consumer sales operation using Web technology.
· Pioneered electronic marketplaces to centralize and efficiently manage, track, redeploy, and dispose of equipment assets.
· Maintained hands-on responsibility for cold calling to initiate and develop new business and grow accounts.
· Achieved 183% of plan in 1999 for annual sales.

1996 - 1999
Senior Sales Manager
Directed worldwide sales and marketing activities, including long-range planning, market research, budgeting, pricing, and forecasting. Managed staff of five brand managers, three sales managers, and 28 sales associates.
· Coordinated marketing strategies for five major product brands to ensure maximum effectiveness of advertising and sales promotions.
· Realized an overall 45% increase in sales and a 13% reduction in costs due to improved inter-brand marketing efforts.
· Fine-tuned procedures for resource planning and allocation to reduce inefficiencies.
· Increased technical support for field-based sales associates, delivering inventory, sales, and promotional data to field locations instantaneously.

1994 - 1996
Senior Brand Manager
Drove multi-level marketing management by developing vision and strategies, initiating product introductions, branding, designing collateral materials, coordinating event/trade shows, nurturing press/analyst relations, and implementing marketing plans and activities.
· Directed cross-functional team to refresh product line, increasing sales by 128%.
· Conducted market research and customer satisfaction surveys to identify new product trends and opportunities.
· Wrote long-range branding plan, identifying distinct strategies for co-branding products.
· Developed opportunities for private label product spin-offs linked to professional sports teams and individual sports personalities.

1988 - 1992
Director of Marketing
Marketed and sold event scheduling and communication technology to corporate accounts. Introduced product features to meeting planners, convention service managers, and human resource managers. Heightened awareness of products and services through national sales promotions and advertising campaigns.
· Developed sales presentation portfolio to communicate unique product features.
· Recognized and grew niche hospitality market into $450,000 annual business.
· Directed graphic artist to customize presentations for each client.
· Generated first $150,000 in sales in three months.


Executive MBA, (Marketing and Finance), 1992
University of San Francisco, San Francisco, CA

Bachelor of Arts (Business Administration), 1988
Mills College, Oakland, CA


· Chamber of Commerce Executives Presidents’ Award, 1999
· Top Marketing Manager, 1996
· President’s Club Awards for top 10% ranking, 1994, 1995
· Par Club Awards, 1989, 1991


· American Marketing Association, Member
· Marketing Research Association, Member, San Francisco Chapter
· National Association of Women Business Owner, San Francisco Chapter
· San Francisco Advertising Federation, Member


· Volunteered four Saturdays annually to help local organizations learn how to market products and services.
· Assisted with the sales and marketing efforts for local chapter of the American Red Cross.

Vice President Of Business Development

Robin Saunders
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Professional career reflects over 20 years of executive level management, marketing, investment, business analysis and legal council. Leadership has been established in corporate, entrepreneurial, and government environments. Possess a demonstrated record of success to analyze viability of business ideas, develop creative strategies to achieve goals, and the ability to implement processes that produce result on time, under budget, and beyond expectations.


Skills and experience support a variety of leadership capacities, such as Vice President of Business Development, Director of Corporate Investments, or Senior Council Strategic Growth Initiatives, with a primary role as the 'hub' for developing new and creative services to enhance revenue streams and increase market share.


Awarded a Doctor of Jurisprudence from Indiana University Law School. Doctoral work was highlighted by receipt of the Keifer Mendenhall Award for Academic Excellence and Cum Laude designation upon graduation.

Graduate credentials are supported with a Bachelor of Science degree in Economics from Purdue University. Have enhanced these credentials with additional training in market research, finance and investment, negotiations, regulatory compliance, conflict resolution, and business and ethical conduct.

Professional association and community involvement includes, but is not limited to: The Marion County, Indiana, and American Bar Associations, Chairman of Indiana Recycling and Energy Development Board, Holy Family Se


Accelics, Incorporated
2001 - 2003
President / Founder

VirtualPlant Business Unit
1999 - 2001

GSE Systems, Incorporated
1998 - 1999
Executive Vice President

Entek IRD International
1997 - 1998
Senior Vice President (Service Ops)

Johnson Yokogawa Corporation
1996 - 1997
Business Alliance Manager

Johnson Yokogawa Corporation
1995 - 1996
Regional Sales Manager

Bailey Controls Company
1992 - 1995
National Account/Business Development

Bailey Controls Company
1989 - 1992
Advanced Application Engineer

Southern Incorporated
1984 - 1989
Owner/Principal Investigator

PRWRA Richard A. Lanham - Regional Manager, RL Stevens & Associates - -

Vice President Of Chemical Sales And Operations

Drew Sterling
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Achieving Business Growth Objectives in Domestic and International Markets

Dynamic leadership career combines executive management success with proven expertise in delivering outstanding sales and marketing outcomes in highly-competitive industries and markets. A consummate business professional with the creative and strategic vision to build an organization's infrastructure, sales and business operations that positions a company for long-term revenue and profit growth. Direct, decisive management style. Solutions-focused and results-driven. Strong analytical, problem-solving, communication and negotiation skills.


• Strategic Business Planning and Development
• Competitive Sales and Marketing Strategies
• New Venture Startup and Operational Leadership
• Product Performance and Market Optimization
• Logistics Development and Management
• Partnership and Alliance Development


1998 - Present
Vice President of Chemical Sales and Operations
(Startup chemical products company.)

Partnered in launch of new business venture to build sales, distribution and market growth of chemical products in the United States, Canada and abroad. Report directly to CEO as member of executive management team with full responsibility for the strategic planning, cost analysis, logistics, and all sales and marketing functions for chemical segment, with $18 million in annual sales. Additional charge for leading the development and startup of new packaging operation in Texas, currently producing sales in excess of $5.5 million. Manage one direct report in driving forward market objectives.

• Contributed to the growth and increasing market presence of the organization, with company achieving combined sales of approximately $165 million and bottom-line profit of approximately $17 million.
• Wrote, developed and executed marketing plan for chemical segment. Formed strategic partnerships with major chemical producers, such as Poona, Fin man, Odessa, Kuhn and Blaine. Secured new sales agreements to generate $14-$15 million in sales per year. Developed and negotiated all logistics for segment.
• Created, developed and executed marketing plan for entry into packaging business. Played instrumental role in overall development and organization of operation's infrastructure and sales platform, with sales exceeding $7.5 million. Decision-making involvement in sales, operations, equipment and administration.
• Assigned to the global chemical team responsible for the strategic planning, development and sales to the chemical industry in Asia, Europe, Africa and other countries, with expectations of an additional 1.5 million tons of products produced and sold in this segment.

1986 - 1997
($325 million producer of industrial, highway and chemical grade products.)
Market Unit Manager - Chemical and Western Region
1994 - 1997
Promoted to key management position responsible for P&L, strategic planning, analysis and sales of chemical products to group customers in United States and Canada. Accountable for $8 million in net sales. Created and implemented innovative marketing strategies upon thorough evaluation of marketplace and market conditions. Involved in all aspects of sales process, including bids, specifications, pricing and contract negotiations. Held concurrent accountability for Western Region, with net sales of $2.7 million. Oversaw activities of one direct report.

• Formed strategic partnerships with list of major accounts comprising Blaine, Poona, Kent, Pitman Knobble and Keene Chemical.
• Championed increase in chemical business by 27% per year and raised profit performance of group by 15%.
• Instrumental in advancing company's efforts into international markets.
• Defined market plan and reestablished market presence in Western Region, increasing profit margins from 25% to 45%.
• Met 98% of prior year's net sales in Western Region while increasing profit performance with less staff and overhead.
• Earned company's highest honor for exceptional standards and outstanding performance.

Regional Highway and Chemical Product Manager
1991 - 1994
Accountable for overall sales and profit performance of chemical products group customers within United States and Canada. Developed and implemented marketing programs. Directly managed distribution and transportation activities, along with budgeting in governmental sector and sales in non-governmental sector within a four-state territory.

• Developed critical alliances with new and existing customers, achieving $5.5 million in chemical sales.
• Spearheaded introduction of de-icing program that targeted non-governmental, smaller markets, producing $2.5 million in new revenue regionally and $9 million nationally.
• Maintained responsibility for a 1.5 million-ton highway market with overall sales reaching $37 million.
• Initiated and managed ongoing development of governmental sales in Western market, generating $1.7 million annually.

Highway Territory Manager
1986 - 1991
Responsible for six-state area. Managed day-to-day business operations, along with sales, credit and complaints. Organized distribution functions including negotiating rates for freight, handling and unloading.

• Laid ground work for company's expansion into Western Region marketplace, accelerating market penetration.
• Played an instrumental role in securing the extension of a $5.5 million Chicago contract at an increase.
• Identified profitable distribution opportunities to generate growth in cash flow during off-season months.
• Reanalyzed logistical operations to achieve lowered distribution costs overall.
• First U.S.-based manager chosen to attend International Young Managers Program, a two-week European conference.


M.B.A., Marketing

B.S., Business
Seminars in computer applications, persuasive speaking, negotiating, skills for success and total quality management (TQM)

PRWRA Cathleen M. Hunt - Write Works - 4315 North Central Avenue - Chicago, IL 60634 - - - 773.283.6525 - 773.283.6535 fax

Vice President Of Finance

Kerry Cordova
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Career reflects over 10 years of Accounting, Finance, Mergers and Acquisitions Cost Reduction and Strategic Analysis in a variety of product and service related environments, conducting business in domestic and international markets. Responsibilities included but were not limited to: monthly/quarterly/annual reports, budgeting/forecasting/monitoring, banking, cash management, payroll, asset and taxation issues, cost containment, pro-forma review for business acquisition, and profitability assessment. Scope of responsibilities extended to financial supervision of multi-site operations for business unit consisting of 2700 global staff, 6 locations and annual revenues in excess of $125M.


Awarded a Master of Business Administration from New York University: Leonard N. Stern School of business, with a focus on International Business and Finance. Graduate degree is supported with a Bachelor of Science in Finance and Marketing, the University of Pennsylvania Wharton School of Business. Academic and professional credentials have been enhanced with additional training in management, legal compliance, human relations, international business, cost consulting, tax administration, mergers and acquisitions and numerous practical computer based business applications.


These skills and experiences support a variety of leadership capacities, such as Chief Financial Officer, Corporate Controller or Director of Financial Operations.


• Served as point of contact for three organizational re-design projects, in which corporate expenditures was reduced 20% ($7M per year) in the areas of capital overhead, marketing, engineering, and administration
• Skillfully negotiated various vendors services (phone, internet, data communications, freight shipping, customer lock-box services, and record keeping fees associated with 401K & profit sharing programs) for a $1.6M savings over 24 months, approximately 60% savings from previous charges
• Intuitive understanding of customer needs and market trends led to increased satisfaction of customers and the acquisition of accounts previously held competitors, clients included but were not limited to: Strattec, Delphi-E, Ford, General Motors, Caterpillar, Siemens, Allied/Honeywell, Honda, Teleflex and Birkby's
• Keen eye for strategy, planning, and developed was foundational to roll providing plans and due diligence for $13M in Mergers & Acquisitions, as well as $90M in divestitures
• Discerning sense of process control and data management was critical in harmonization of 'finance and operating functions', implemented the AS400 and the BPCS systems to increase access to shared data
• In the absence of a strong MRP system, identified excessive gaps in the purchasing process and inventory management sequence, to streamline materials process, improve inventory turns by 200% and provide an additional $5M in ready working capital
• Multi-disciplined professional adept at finance, operations and personnel, analyzed staff needs against performance needs and job descriptions to eliminate 42 redundant staff positions and reduce workforce budget.


Kissner-Moran Corporation
2001 - Present
Vice President of Finance Dyson
• Report directly to Senior Vice President and General Manager.
• Supervised all Finance, Human Resource and Information Technology activities a single business unit.
• Assisted with setting the strategic direction and planning and analysis for the company by working with the senior management staff.
• Directed study, which identified and eliminated 42 positions and saved the company $1.5 million.
• Identified waste in the purchasing process and inefficiencies in the production process which improved inventory turns by 50% freeing up $5 million in working capital. When completed, project will have improved inventory turns by 200% and freed up $8 million in working capital. Extended payable days to 55, freeing up $2 million in working capital.
• Prepared and presented analysis to parent company to close an under utilized facility which will save the company $3 million annually. Closure allows a further reduction of 28 people, or $1.4 million in savings from the corporate manufacturing facility in Huntington.

Kissner-Moran Corporation
1998 - 2000
Director of Finance Dyson
• Provided overall business financial support to the Group Vice President of DKM which included the identification and guidance of critical business, operational, and financial issues.
• Critiqued and analyzed corrective courses of action to the Company Presidents and their support staffs.
• Performed operational due diligence on our companies and reported findings and corrective course of action.
• Assisted in study, recommendation and closure of $25 million facility resulting in $2.8 million in savings. Separately, saved $500 thousand and $250 thousand for our Californian and Mexican operations respectively.
• Assisted in setting the long-term strategies of the companies and lead the effort to review and approve their 3 year financial plans.
• Established standard quarterly reports to review the most important business issues facing each company and to track and measure each company's progress with respect to their strategic and tactical plans.
• Provided financial support for the start-up of a 100,000 square foot manufacturing facility in Mexico and provided leadership for financial and business planning activities for this facility and the West coast operation during 1999.

Kissner-Moran Corporation
1995 - 1998
Assistant Controller Dyson
• Identified and negotiated all Corporate wide cost reduction projects.
• Performed primary and secondary research on acquisition candidates based on the acquisition strategy of each company.
• Provided financial and operational analysis of monthly results for all companies to the CEO and CFO.
• Identified and negotiated Corporate wide cost reductions in freight ($800 thousand), long distance phone($300 thousand), customer lock-box ($240 thousand) and 401(k) record keeping ($140 thousand) services. Total savings of $1.6 million.
• Performed preliminary and detailed due diligence on acquisition targets. Headed due diligence team on two successful strategic acquisitions (1996 and 1997) and one large divestiture companies.
• Assumed duties of interim Vice President of Finance for two companies until replacements were identified and hired.

Tambrands Incorporated
1994 - 1995
Corporate Planning and Analysis Manager
• Provided overall coordination and leadership for the Long Range Plan and Annual Business Plan
• Processes and directed the financial reporting activities related to the processes.
• Documented both the long range plan and annual business plan processes to enhance their effectiveness and to improve future consolidations.
• Consolidated and analyzed the 1994 long-range plan in half the time as 1993 via improved automation and simplification.

James River Corporation
1992 - 1994
Manager of Financials Plans
• Coordinated all activities related to the Annual Business Plan and Quarterly Forecast processes.
• Managed process improvements, cost management and harmonized operating with Receiving.
• Led efforts to reengineer the annual business planning process by reviewing and analyzing best demonstrated practices from within and outside the Company.
• Initiated the review and analysis of current quarterly forecasting process via process mapping techniques.
• Recommended alternative to improve accuracy, minimize resource involvement, help senior management identify major risks to the Company's plan, and reduce process cycle time by 90%.
• Led cross-functional team's effort in assessing risk to calendar year 1993 operating plan and in recommending improvements to the existing process.

James River Corporation
1991 - 1982
Project Manager
• Identified opportunities and developed detailed strategies to improve performance of an integrated napkin facility via product mix upgrades and cost reductions.
• Directed analysis to evaluate manufacturing/market/profit impact of process upgrade programs, cost reduction programs, market expansion programs and new product proposals.
• Created team and designed strategies to secure state financial assistance package which yielded $.7 million in savings to the Corporation in the form of low interest rate loans and grants.
• Initiated and managed efforts to resolve technical issues by initiating feasibility studies, and where appropriate, developed specific implementation plans to upgrade manufacturing process and save $600K.
• Provided input and direction for mill's new five-year labor agreement; resulted in increased flexibility and substantial savings of $.8 million per year.
• Managed efforts towards development of mill's fiber strategy, which reduced fiber costs by 20%, or $1 million and enhanced company's image of being environmentally friendly.

James River Corporation
1990 - 1992
Senior Commercial Business Analyst
• Identified opportunities for improvements in Commercial Products Business performance.
• Created financial analysis for new product developments, new market applications, cost reduction programs, pricing decisions and product cost changes for Marketing and Sales organizations.
• Coordinated, prepared and analyzed monthly operating results, quarterly forecasts, and annual and long-range business plans.
• Conducted capital investment analyses to identify economic impact of major equipment purchases. Led effort to quantify initial commercialization of 'Atlantis' technology.
• Analyzed 'wiper' product line manufacturing configuration and provided recommendations for improvements which yielded a 20%, or $.5 million increase in profits.

James River Corporation, Towel and Tissue Division
1988 - 1990
Division Analyst
• Provided financial support to VP Finance and Executive VP.
• Analyzed various emerging business and operational opportunities and developed studies used for decision support by senior management (i.e., Gala and Health Care Business Cost Studies, Finished Goods Inventory Reduction Analysis, Naheola Mill Expansion Project).
• Coordinated the development and presentation of operating results, key indicators, forecasts and business reviews. Created integrated PC program to display key information in graphic form for senior management.

James River Corporation
1985 - 1987
Senior Operations Analyst
• Coordinated, analyzed and reported financial and operational information.
• Installed and maintained a new actual cost accounting and profitability system which reduced process time (7 to 4 days) and errors by 40%. Obtained all relevant information to develop and maintain product cost standards.
• Coordinated and streamlined monthly financial and operational reporting requirements.
• Analyzed and communicated operating results to mill management.
• Received Corporation's 'Silver Key' award for revising and automating their budget and product cost development process

PRWRA Richard A. Lanham - Regional Manager, RL Stevens & Associates - -

Vice President Of Finance Technology

Dale Wong
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Accomplished senior management professional with over 15 years of financial and project leadership experience in traditional and high-tech sectors. Increased operating cash flow by more than $50 million.


· Strong executive leadership background in controlling, operations and organizational change for public/private firms in numerous sectors. Built and led cross-functional teams.
· Proven financial management skills include reporting, processes, controls, investor relations, cost reduction, IT utilization, successful IPO efforts, SEC compliance and documentation.
· Additional expertise in project management. Experienced planning and directing complex
initiatives. Managed multi-million dollar project budgets to on-time, on-budget conclusion.
· As CFO/VP, increased employee retention and morale, while maintaining national market listing, via stock tender offer and reverse stock split. Substantially reduced cash burn with 50% headcount reduction, while performing M&A due diligence and strategic planning (2002-present).


XX Technology Corporation, City Name, NJ (Nasdaq: XX)
Firm designs, develops and markets advanced integrated circuits and modules for next-generation core, metro-access and enterprise optical networking systems. Int’l offices in Israel, Canada, UK, Italy and China.
Chief Financial Officer and Vice President, Finance (2002-present). Report to CEO.
Plan and direct all accounting, finance, investor relations, corporate IT and human resources.
· Manage and develop staff of 21, with six direct reports. Conduct all earnings calls. Lead communications with investors and analysts. Direct audit committee meetings and handle all financial presentations to outside BOD. Oversee annual shareholder meeting, proxy and annual report.
· Cut expenses $35 million by directing successful restructuring, including company wide headcount reduction, domestic and international facility closures and contract renegotiations.
· Increased decision-making speed and accuracy by setting up bi-weekly “business roundtable” among top leaders nationwide and in Europe. Achieved new focus on critical success factors.
· Bolstered employee loyalty and retention by leading stock tender offer/option re-pricing.
· Senior member of M&A team performing due diligence and evaluating financial models. Play key role in cooperation with top management on potential acquisitions and mergers.

Controller and Treasurer (2000-2002). Served on top management team. Reported to SVP and CFO.
· Managed and developed staff of 13, with eight direct reports. Built world-class international accounting team able to efficiently handle significant business scaling. Helped raise $77 million in June 2001 IPO.
· Controller responsibilities included all accounting, internal and SEC reporting, credit, collections, payroll, international taxes, Oracle financials, risk management, D&O insurance, transfer agent and stock option administration. Treasury included cash management, financing and foreign exchange.
· Installed Oracle financials, implemented internal controls and instituted four-day close. As a result, saved 11 days over prior closing process, for improved decision making and accuracy.
· Significantly increased efficiency and saved transactions fees by implementing Web-based banking and FX system. Maximized investment performance by drafting investment policy and executing strategy.
· Expanded market penetration by opening and administering sales offices in China, UK, Italy and Canada. Also implemented transfer pricing agreements for foreign entities.
· Improved HR efficiency by setting up online stock option, retirement planning and trading system.

ABC Elevator Corporation (ABC), Jonestown, RI
Firm is $XX-million+ subsidiary of XXXX, a publicly traded company focused on manufacturing and installing transportation systems and providing maintenance and parts services.
Project Manager, Customer Financial Services (1998-2000). Reported to CFO and top executive team.
Planned and led high-visibility re-engineering project (18-24 months), charged with maximizing revenue cycle to improve cash flows and working capital metrics across all product lines.
· Project scope included sales process, contract administration, customer service, credit, invoicing, collections, cash application and bad debt.
· In first year, increased operating cash flow more than $50 million, with no borrowing for five months and 20% reduction in receivables exceeding 90 days past due. Also achieved 30% reduction in two of three product line DSOs. Upon departure in 2000, results continued to exceed plan.
· Hand picked as one of four to deliver national leadership programs to high-potential managers.

Corporate Controller/Manager, Accounting and Reporting (1995-1998). Reported to CFO, with responsibility for up to $1 billion in revenue across America.
· Planned and managed all internal and external reporting, month end closing, budgeting, corporate analysis, capital budgeting, accounts payable, expense processing, SAP R3 systems and administration.
· Played key role in implementing SAP R3 CO application in Headquarters and across 50+ offices in North America, successfully integrating with legacy systems (still in use in 2003).
· Developed innovative reporting package, later rolled out to five additional Schindler companies.
· Improved management reporting by reducing financial close to five business days (nearly 90% faster).

AAA America, Philadelphia, PA
AAA America is subsidiary of XXX, leading international supplier of client/server application software.
Corporate Controller (1994-1995). Controlled approximately $600 million in revenue and financial operations of Americas group, with five US regions, and reporting zones in Canada, Mexico and Australia.
· Directed two Senior Financial Analysts and one Tax Manager, with dotted line responsibility for seven Controllers. Helped manage financial decentralization to new structure, including hiring and training.
· Led national sales and use tax compliance project. Developed executive level reporting, highly praised by top management. Chosen for high-visibility team to migrate financial systems from AAA 2.0 to 3.0.

FFF, Inc., Bristol, PA
US operations of Swiss maker and marketer of capital equipment for newspapers and commercial printers.
Controller and Treasurer (1989-1994). Senior Financial Officer, reporting directly to CEO/President.
Managed nearly $60 million in N. American revenue. Oversaw all financial, tax and purchasing operations. As Treasurer, directed risk management, cash and investment portfolio management.
· Saved more than $500,000 in annual state taxes with new corporate structure. Also produced 30% manufacturing cost savings as project leader for outsourcing of machining and assembly operation.

Prior experience at PricewaterhouseCoopers as Senior Auditor (1986-1989). Also served at Pullman-Peabody Co. (1984-1986) as Chief Accountant.


· Leadership Development Program: Center for Management, Columbus, OH (2001).
· Executive Education, Working Capital Management: University of Michigan, Ann Arbor, MI (1999).
· Certified Public Accountant - CPA: State of New York (1989).
· BA: Accounting and Economics, University of Delaware, Dover, DE (1984).


· Software skills: SAP R3 (FI, CO, COPA), Oracle Financials, Concur-XMS, GET PAID.
· Language skills: Functionally fluent in German (reading and speak) after 10-year residency.

Kevin Donlin - -

Vice President Of Marketing

Lee Robertson
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Professional career reflects 20 years experience in sales, marketing, strategic planning, operations, business development, and quality systems, in highly competitive industries of commercial steel and automotive manufacturing. Possess a demonstrated record to enhance corporate creditability, increase market penetration and generate significant profit in local, national, and international projects for world leading, Fortune 500 companies, with over 3500 employees and revenues in excess of $1B.


Indiana Wesleyan University

Ball State University
Bachelor of Science, Production & Operations Management
Have enhanced academic credentials with additional training and certifications in sales, international management, project management, staff/performance development, industrial strategies, quality management systems, finance, information technology, web/knowledge implementation, conflict resolution and business ethics.


These skills and experiences support a variety of leadership capacities, such as Global Director of Business Development, Vice President of Sales and Marketing, or Director of Corporate Training.


Team USA Quality Systems, Inc.
2001 - Present
Vice President of Marketing
• Strong oral and written communication skills, able to interface with CEO's, Executives, operating units, union leaders and general workforce.
• Wrote and developed marketing materials and published first company website.
• Drove development of appropriate 'contract for services' and consistent rate structure.
• Developed and wrote policies and procedures for client companies.
• Active consulting and training with owners/presidents, executive staffs and line employees focusing on ISO Certification.

S&S Steel Service, Inc.
1996 - 2001
Vice President of Operations/Corp Sec.
• Orchestrated organizational re-design in turn-around, that increased sales 200% over 48 months.
• Managed day-to-day company operations including staff meetings, production, maintenance, transportation, hiring/firing, financial and IT resources.
• Redesigned the corporate IT system and developed an internal IT expert for the company, reducing overall cost, facilitated an 80% increase in production with no additional support staff.
• Improved production operation by 25% while reducing staff requirements and overtime by 30%.
• Hired qualified managers to drive leadership void areas of HR, Quality and IT
• Implemented 401k retirement plan for employees
• Handled OSHA onsite audit and directed renegotiation of workman's comp and employee insurance plans.
• Handled various real estate related tasks dealing with sub-leasing, facility improvements, etc.

General Motors/Delphi Automotive
1992 - 1996
Corporation Secretary / Multi-Site Operations Manager
• Responsible for automotive manufacturing division of 350 staff with annual revenues of $65M.
• Personally reversed a negative relationship with a major customer through 'hands-on' account management, follow up and outstanding quality.
• Implemented KANBAN and JIT system to eliminate air freight and save in excess of $1M in premium transportation charges.
• Participated in forward planning activities and designing plant layouts for Lean Manufacturing.
• Implemented pro-active design changed that enhanced customer satisfaction, improved manufacturing capability and reduced cost.
• Led 'matrix based' Product Development and launched with direct auto assembly plant interface.

General Motors/Delphi Interior & Lighting
1990 - 1992
Director of Internal Strategic Change
• Led initiatives to implement a new management philosophy throughout the organization.
• Developed a progressive approach to mentoring/training college engineering interns that created a model for the company to develop future organizational talent and leadership
• Provided statistical expertise for operations, engineering and staff at international sites
• Solved engineering problem at a remote plant that prevented costly customer recall campaign

Delphi Lighting/Guide Corporation
1986 - 1990
Senior Engineer/Quality General Supvr.
• Awarded a U.S. Patent for new product design in automotive tail lamp circuits
• Direct interface with customer engineering and manufacturing during product design and production launch.
• Developed product quality plans, gage methods and process capability evaluations.
• Coordinated between vendors, internal operation and customer engineering during product launch.

Delphi Motors/Capital Equipment Division
1978 - 1986
Production/Manufacturing Supervisor
• Variety of assignments in Injection Molding, Painting, Assembly, Inspection and Plating 2 of 3

PRWRA Richard A. Lanham - Regional Manager, RL Stevens & Associates - -

Vice President Of Product Delivery

Pat Hernandez
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Expert in the design and delivery of cost-effective, high-performance information technology infrastructures and applications to address complex business problems. Results-oriented leader, recognized for successful business tactics and strategies, demonstrating management expertise while implementing initiatives to meet company objectives and contribute to bottom line. In-depth understanding of IRM/ITM public laws, executive orders, and regulations pertaining to planning and management of IRM/ITM. Sound knowledge of designing, building, and driving technologies and/or solutions to vertical and horizontal markets. Strong communication skills and ability to convey complex technical concepts and solutions to technical and non-technical audiences.

• Strategic Planning & Growth • Technology Architecture & Integration
• Decisive Leadership • Change Management
• Information Resources Management • Information Technology Management
• Systems Design & Implementation • Project Management
• Operations Management


• Awarded TECH's General Manager's Award for Outstanding Achievement. Established future strategic direction of TECH Corporation by identifying the partners critical to TECH's future in various industries and solution segments; researched and segmented customer requirements to build the matrix of partners critical to financial and industry success.
• Integrated client brands with business and marketing strategies, identifying and leveraging every point of customer contact for brand identification; GAB's website traffic increased by 212% in 2000, IBSA experienced a 57% growth in website sales, and Siba implemented a new group to support customer acquisition driven by the 'net.generation' site.
• Published Certified Project Management Professional (CPMP), with extensive experience administering multi-million-dollar budgets.
• Led organization through a series of internal system and operational changes to capitalize on emerging technologies and application enhancements, increasing efficiency and productivity.
• Directed product/solution launches, implementing and optimizing marketing and sales strategies.
• Assessed and implemented design and delivery processes to maximize customer investments, improve product quality, and enhance customer satisfaction; identified needs and provided solutions where necessary.
• Led and negotiated strategic business partnerships to facilitate technology integration into corporate operations and client opportunities.
• Initiated business plans, deliverables, and position across four TECH server brands (AS/400, Netfinity, RS/6000, and S/390), resulting in increased Lotus revenue share on TECH server platforms.
• Spearheaded project management to migrate Autchenz Bank NYC's trade floor of 30 ISV (Independent Software Vendor) applications to RS/6000 platform.


1998 - Present

Vice President of Product Delivery, 2002 - Present
Vice President of Product Development, 2000 - 2002
Managing Executive, 1999 - 2000
Vice President of Client Services & Delivery/Director Brand Building & Technology, 1998 - 1999

Reporting directly to General Manager and Vice President managing product delivery and operations management for Web Services, Content Management, Collaboration, and Search and Taxonomy. Manage a highly skilled professional team of 20 directing documentation, release management, sales support, software distribution, QA and stress testing, training and sales support, support and critical situation management, and Showcase and Truelook operations and production. Lead and deliver technology implementation and optimization services. Develop and assume full P&L responsibility for multi-million-dollar technology budgets and project plans; determine sales and profit targets; recruit, hire, manage, and monitor highly-skilled individuals and teams, including technologists and project and account management personnel.

• Led and directed life-cycle implementations, strategy, branding, and technology engagements for business-to-consumer clients such as GAB Twartz and IBSA, and business-to-business clients such as Siba and StarTek.
• Directed GAB Twartz's 2001 Strategy discussion, identifying new and innovative initiatives necessary to build a competitive 2001 Strategy while achieving corporate goals.
• Formulated strategies to increase Siba's offerings to Net Generation companies; developed a new section of the website, targeting Net Generation solutions to Siba's desired audience segments and differentiating Siba from its competitors, while remaining true to the Siba brand.
• Developed and implemented bold and aggressive information systems plans and policies to ensure delivery of office and regional objectives supporting the corporate strategy.
• Oversaw Technology and Brand Building groups, enabling the development of innovative and creative solutions to critique concepts, mentor staff, and shape direction, planning, development, and growth.
• Pioneered the development and implementation of a Technology Council, identifying and addressing the impact of breakthrough ideas on current and potential customers.
• Accelerated growth through customer acquisition, retention, and channel expansion, solving difficult operational challenges to drive technology development and implementation for clients, partners, and corporation.
• Led cross-functional teams in designing, building, delivering, and deploying leading-edge technology.

1991 - 1998

Program Manager UNIX Partners in Development & TECHO Server Group - Senior Staff - TECHO Server Group, 1996 - 1998
Advisory Staff - TECHNO RS/6000 Marketing, 1993 - 1996
Consultant - TECHO Solution Developer Organization, 1991 - 1993

• Redesigned and streamlined information technology competencies through internal development and external sales initiatives, capturing new technologies and supporting rapid changes.
• Spearheaded development of an improved coverage mode to deliver RS/6000 information to solution developers; RS/6000 Division and Server Group achieved outstanding partner participation in 'Solutions 99.'
• Executed and delivered technologies enhancing RS/6000 competitive positioning; drove largest ever RS/6000 Early Programs.
• Strengthened TECHO's standing with its top 15 independent solution vendors by obtaining Tier 1 status with i2 Technologies.
• Designed and implemented training programs and post-migration business strategies; ensured ISV applications supported current versions of TECHO operating systems and applications achieved optimum performance/market exposure on TECHO platforms.
• Published first white paper in E-Business Technical Series entitled 'RS/6000 Quick Start Guide for the TECHO HTTP Server Powered by Apache'; follow-on works included 'Developing Java Servlets for the RS/6000', 'Integrating a JVM Into Your RS/6000 Application', and 'To Bean or Not to Bean.'
• Instrumental in developing ISV (Independent Software Vendor) technology strategies for each industry and/or segment, developing and managing Technology Plans for strategic ISVs.


The George Washington University, Washington, D.C.
Master of Business Administration in International Management

University of Dallas, Dallas, Texas
Master of Science in Project Management

University of Dallas, Dallas, Texas
Master of Arts in Rhetorical Theory

University of Dallas, Dallas, Texas
Bachelor of Arts in English/History


Simply AIX, 2nd Edition, ISBN 0-13-021344-6, Prentice Hall, PTR 1999
Focuses on enhancements to the AIX operating system in release 4.3, including the 64-bit, security, Y2K, and Internet features.

Building a Better Data Warehouse, ISBN 0-13-890757-9, Prentice Hall, PTR 1997
Identifies and illustrates a proven methodology for building and deploying data warehouses. Hardware platforms, operating systems, database tools, and applications are recommended.

Simply AIX, ISBN 0-13-568882-5, Prentice Hall, PTR 1996
An AIX guide that helps first-time users get started and provides valuable tips for the more advanced user.

PowerPC: Concepts, Architecture and Design, ISBN 0-07-01192-8, McGraw Hill 1995
Discusses and illustrates the PowerPC chip architecture and conventions, as well as the supported operating systems, end-user environments, and UNIX utilities.

PRWRA Jenny Rushton - Keraijen -

Vice President Of Sales

Drew Anderson
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Senior level executive with over 20 years of sales and marketing experience in the industrial products and services industry. Demonstrated skills in enhancing corporate creditability, increasing market penetration and generating significant profit in local, national, and international projects for world leading companies. Expertise includes:

• Sales Forecasting
• Analysis of Market and Customer Needs
• Market Penetration, Global Service, and New Product Launches
• Establish Key Partner and Customer Relationships
• Manage Teams to Implement Initiatives
• Increase Revenue by Streamlining Work Processes


Zane Company, Riyadh, Saudi Arabia
1999 - Present
Vice President of Sales
• Responsible for international division with annual revenues in excess of $64 million.
• Supervised equipment sales in multiple industries including: oil, gas, utilities, power, food and beverage, and interface with Royal Palace design business.
• Grew division orders by 20%, increased revenues 40%, profit margins grew 15%.
• Wrote and developed sales training and policies that increased production by 10%.
• Managed sales/marketing teams, increased employee competence by 20%, reduced turn around time from order to delivery by 25%, and enhanced consumer satisfaction levels by 10%.

Doyle and Associates, Charlottesville, VA
1995 - 1999
Director, Sales and Marketing
• Identified, assessed and analyzed markets and customer needs.
• Managed a team of 8 marketing managers with budget responsibilities for $165 million per year.
• Served as key liaison between executive management, sales teams, and business managers in the area of custom design and product development.
• Managed third-party alliances to proliferate new networking technologies.
• Serviced automotive, pharmaceutical, water, utilities and micro-electronic markets.
• Created global marketing strategies for commercial division.
• Wrote and implemented Integrated Manufacturing Seminar.
• Created and implemented trade show presentations.
• Worked with team to establish preferred provider relationships with international vendors.
• Developed and interfaced with three global teams to create web-accessed systems utilizing Lotus Domino/Notes and other data-driven technologies.

FJK Corporation, Seattle, WA
1988 - 1995
Manager of Products, Development, and Commercial Marketing
• Focused energies on market penetration, global service/support, and new product launches.
• Acquired $7.5 million project previously lost to competitor.
• Took initiatives to increase margins by 35%.
• Critical negotiator between engineering, manufacturing, and management to balance workflow, product order fulfillment, inventory control, and vendor relationships.
• Multi-market responsibilities in automotive, food and beverage, and utilities.
• Achieved growth of 15% on $8M in contracts.
• Developed custom design products using Scada, TCP/IP, SY/MAX and Telemecanique TSX PLC.

Helix International, Bloomington, IN
1981 - 1988
Senior Sales Engineer/Motion Control Specialist
• Sold, serviced, and trained customers on programmable logic controllers and motion control systems.
• Managed 11 sales engineers in a three state region.
• Grew motion control sales $0 to $2.5 million per year and PLC business from $2 million to $19.5 million annually.
• Developed key application in transfer lines, material handling, networking, scada, small systems "automation-island" control panels and flexible manufacturing systems.


Indiana University, Bloomington, IN
M.B.A., Industrial Education and Business Management

Purdue University, Bloomington, IN
B.A., Electrical Engineering

PRWRA Ric Lanham - - RL Stevens & Associates -

Vice President Operations Environmental

Renee McEvoy
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


More than eighteen years of increasingly responsible experience in Environmental and Safety Management. Directed remediation of more than 100 sites, reducing corporate exposure and liability, cutting costs and achieving regulatory compliance. Qualifications include:

• Environmental Technology and Engineering • Policymaking and Process Management
• Site Assessment and Remediation • Project Budgeting and Management
• Resource Recovery and Conservation • Cross-Functional Team Leadership
• Environmental Regulations and Compliance • Crisis Management and Emergency Response

State of Minnesota Class 4 Wastewater Treatment License
State of Minnesota Class 2 Wastewater Collections License


• Direct controlling processes and equipment to remove or destroy harmful materials, chemical compounds and microorganisms from the water so that it is safe to return to the environment.
• Oversee control of pumps, valves, and other processing equipment to move the water or wastewater through the various treatment processes.
• Trained in emergency management response using special safety equipment and procedures to protect public health and the facility.
• Expert knowledge of governmental regulations (EPA, DEQ, Clean Water Act and Safe Drinking Water Act and Amendments), occupational safety (OSHA), industrial hygiene standards, health and safety affairs, and permitting.
• Direct project teams, field managers and operations at plant site.


1982 - Present
V.P. Operations / Lead Technician
Maintained seventy operating contracts in addition to service work. Supervised all phases of building, installing, and maintaining plants and corporate equipment start-up.

• Contracted as Lead Technician to the largest sales corporation for water and wastewater. Serviced a four state area.
• Personally secured 90% of current contracts.
• Regarded as "One of the top maintenance men in the industry" among peers.

1978 - 1982
Sergeant, Aerospace Ground Equipment
• Good Conduct
• Meritorious Awards (3)
• Expert Marksman


Factory service work/or warranty performed on all aspects of a water or wastewater plant. Services also performed on all aspects of a water or wastewater plant including chlorination and instrumentation including but not limited to the following:


A.B.S., Hydromatic, Crane, Fairbanks Morse, Smith & Loveless, Myers, Goulds, Flow Way, Gorman Rump, Aura, Flyght


Roots, Suterbilt, Hoffman, Lamson, M.D. Numatic, Aerzen


Clow, Pure Stream, Hoot, Jet, Cresent, Schreiber, Aqua-Aerobic


Basic Wastewater Treatment Review

Package Treatment Plant Operators Course

Wastewater Operation

Getting Results through MBO
Communication Skills for Managers

Aerospace Ground Equipment Mechanic Course (566 hours)
MD-4/M-4M Generators Sets (24 hours)
A/M32A-60 Gas Turbine Generator Set (51.5 hours)
Ground Shelter Heater Diesel (30 hours)
Hobart Diesel Generator (30 hours)
Equipment Management Course
NCO Orientation Course

PRWRA Judy Arabie - Just Your Type, Inc. - Résumé Manager - -

Vice President Organizational Effectiveness

Kerry Cordova
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Senior Level Executive with 16 years experience in managing the human resources and organizational development of large corporations and start-ups. Expert in facilitating groups through complex problem-solving to action and improvement. Areas of expertise include:

• Organization Needs Assessment/Analysis • Strategic and Tactical Planning
• HRIS Technology • Human Resource Systems Alignment
• Culture Change • Training/Development
• Executive Coaching • Self-Directed Work Teams
• Managing Performance • Project Management
• Business and Account Development • Compensation/Benefits


Baker and Baker, Inc., Boston, MA
2000 - Present
Vice President, Organizational Effectiveness

Newly developed position designed to assist in restructuring and improving the operational effectiveness of a start-up online facilitator of solutions connecting physicians' offices/hospitals with managed care providers. Serve on Executive Committee reporting directly to the CEO.
• Established and implemented comprehensive policy development, organizational structure, operating systems, and human resource functions with HR systems and processes.
• Developed short- and long-term operational strategies designed to bring cohesiveness to internal and external processes. Performed overall needs-analysis and assessment to position the company for continued growth and market expansion. Implemented action plans to strengthen business practices.
• Coached and mentored executives and managers. Brainstormed and consulted to troubleshoot operations and improve efficiencies. Prepared and conducted bi-weekly operation team meetings to address needs and ensure consistency of quality performance on an ongoing basis.
• Responsible for reducing recruiter and subcontractor costs by 15 to 30%.
• Brought health-care benefits in-house, realizing cost savings of $200 to $250,000 first year, along with supporting HRIS system.
• Established HR function which included employee handbook, job descriptions to support quality recruitment efforts, job requisition forms, new employee orientation, exit interview procedures, internal job posting policies.
• Developed and implemented performance management and compensation systems to drive organizational focus and performance.
• Developed and administered employee and customer satisfaction surveys with action plans. By incorporating employee suggestions, maintained a low turnover rate of 17%.

Octagon, Inc., Tampa, FL
1999 - 2000
Vice President, Training and Development

• Provided employee training and communication activities through learning programs.
• Developed and implemented new strategic communication tool used to facilitate productivity and quality, and improve companies' bottom-line performance. Marketed products and services to companies through conferences, trade shows, mailings, and other forums.

Reed and Associates, Pittsburgh, PA
1986 - 1999
VP/Practice Leader - Change Management Practice (1991-1999)
Manager, Start-Up Services (1988-1991)
Senior Account Executive (1986-1988)

• Provided integrated solutions with change management services, learning and development systems, and selection and assessment services for an international human resource consulting firm with 800 employees.
• Promoted to VP/Practice Leader to create a Change Management Practice business unit. Provided leadership to complex project teams. Secured consulting revenue ranging from $5 to $12 million annually within four years from initial introduction.
• Promoted to Manager, Start-Up Services to create new facility start-up practice. Oversaw marketing, business development, and delivery teams. Within two years, realized $5 million in sales and 80 new start-up projects.
• Acquired largest account in the company's history. Worked with top executive team to assess needs and provide customized services. Led project team in design and implementation of three-day training programs for dealers and one-day programs for dealers and staff.
• Received President's Award for recognition of the effective development and roll-out of start-up practice. Awarded company's VIP Award four times for meeting and exceeding quotas, goals, and objectives.
• Provided pioneering training and OD processes to link human resources to operations, facilitating productivity, quality, and service gains.
• Introduced assessment, training, and development programs for start-up organizations.
• Guided executives, managers, and union workers in identifying organizational needs and performed specific OD interventions as part of reengineering and process improvement plans.
• Established training/performance improvement measurements to strengthen OD process. Conducted training sessions for sales representatives to increase product/service knowledge.
• Instituted a strong focus on customer satisfaction.


"Organizational Change - How To Merge Business and Culture For Best Results," Press, 1998

"Training - The Opportunities and Pitfalls," The Executive, August 1994

"Quality Training," Proper Training Magazine, February 1993

"How to Keep Top-Notch Employees," Employees and You, December 1990


Pennsylvania State University, State College, PA
B.S., Business Administration

PRWRA Kathy Hadley - Kathryn Hadley & Associates - E-mail:

VP Sales And Marketing Technology

Taylor Anderson
604 Harmony Lane
Pleasantville, CA 94588
(925) 555-1234


Senior executive growing a company from start-up over the past 5 years in the business-to-business e-Commerce arena. Proven record of accomplishment piloting and driving several businesses into new marketplaces. Strong business acumen with experience creating sales and marketing plans, budgeting, forecasting and establishing goals, identifying and securing alliance partnerships, identifying markets, managing the sales cycle, and overseeing the development of hard copy and electronic marketing materials, as well as maintaining hands-on responsibility for securing and managing sales accounts.


1995 - Present
Vice President of Sales and Marketing / Chief Operating Officer / Board of Directors Member
Pilot a new venture and manage both sales and operations for this leading global web technology software and services company focused on building client-specific, web-based solutions and electronic marketplaces to centralize and efficiently manage, track, redeploy, and dispose of equipment assets. Supervise sales representatives, contract personnel, and administrative support personnel. Maintain hands-on responsibility for cold calling to initiate and develop new business, and grow accounts. Target the energy industry primarily, and implement marketing strategies to expand the business into other markets such as chemical, pulp and paper products, recycled metals, and construction industries. Call on chief operating officers, chief financial officers, chief information officers, and operations managers. Contracts range from $200,000 to $600,000.
• Grew the business from ground zero into a company that earned high accolades for providing the largest web-based application for the energy industry that provides an enterprise-wide, asset management platform.
• Achieved 183% of plan in 1999 for annual sales.
• Secured accounts with Chevron and Texaco.
• Partnered with Sun Microsystems to deliver a program that will provide a procurement platform for an industrial park of 55 refineries and chemical plants on Jurong Island in Singapore.
• Created a partnership with Benton Supply to develop a total outsource solution for surplus equipment asset management for Sunoco that is currently in its start-up phase (April 2000).
• Received special vendor recognition from Chevron for the successful implementation of their project (met all implementation, time, and performance goals).
• Co-authored a complete business plan for the company and a prospectus for potential investors.
• Selected to speak at the GEONETIX '99 Conference (October 1999), sponsored by PennWell and Oil and Gas Journal, on Web-based Commerce in the Oil and Gas Industry.
• Asked to speak at the March 2000 Energy Commerce Symposium on Asset Usage: A Critical Supply Chain Opportunity.

1990 - 1995
Vice President
Spearheaded and grew a new company from ground zero through the management of sales and marketing, manufacturing, and administrative activities to be one of the largest recyclers of office products in the South, achieving $1 million in annual sales. Interacted with business owners, general managers, purchasing agents, and warehouse managers, representing the energy industry and law firms throughout the Houston Metropolitan area, as well as international companies. Supervised managers with up to 25 employees.
• Negotiated the recycling contract for the State of Texas, and secured accounts with the world's largest oil and gas companies and one of the country''s top law firms.
• Initiated and implemented an automated tracking system for the manufacturing process that improved overall efficiency and reduced costs by more than 20%.
• Presented a speech on the recycling of office products at the Recycling Conference in 1994 sponsored by Kern County.

Wordsmith Communications, Houston, Texas
1987 - 1990
Sales Manager
Spearheaded and managed a dealer network for this office systems company, with hands-on responsibility for sales and marketing.
• Secured one of the highest producing accounts, a project for the largest nonprofit hospital in the country.
• Achieved 123% of sales plan for this new division within just two years.

1980 - 1987
Sales Planning Manager
Recruited, hired and trained sales representatives for the Houston operation, with responsibility for local strategic planning and new product development.
• Managed prominent sales teams at several levels.
• Recognized as one of the youngest sales managers for the time.
• Awarded Top Sales Manager out of ten managers in the Houston area.
• Received two President's Club Awards by ranking in the top 10% of the company nationwide for annual sales.
• Earned Par Club for seven consecutive years for exceeding plan.
• Hired originally as a sales representative for two years.
• Earned five promotions throughout tenure and received recognition for high performance in all positions.


Bachelor of Business Administration in Marketing


Certified Trainer for SPIN Sales Training with Xerox
Attended several Xerox Sales Management Schools


• Board of Directors (7 years)
• President (2 years) and Vice President (1 year)
• Chosen as Man of the Year in 1994 for contributions to the chapter
• Co-Chaired the 20th Anniversary Banquet

PRWRA Sandy Hild - The Résumé Doctor - - -