Vice President Continuous Improvement
Resume:
JOHN D. WOODRUFF
****************@*****.***
www.linkedin.com/in/name
REGIONAL VICE PRESIDENT OF OPERATIONS
Results-focused, tested leader with an impressive history of driving the strategic direction and improving the operational functioning of organizations. Reputation for developing workplace cultures defined by collaboration, accountability, and continuous improvement, proactively addressing challenges before they actually take place, and leading cross-functional teams responsible for achieving lofty business objectives. Known also for distributing resources effectively and efficiently, providing first-class training and guidance, communicating information to all stakeholders, and leveraging a data-driven orientation when making independent decisions.
Areas of Expertise:
Strategic Planning
Operations Management
Process Improvement
Quality Assurance
Business Strategies
Team Leadership
Budget Management
Profit & Loss Ownership
Customer Service
Asset Management
Financial Modeling
Performance Metrics
SKILL SETS
Strategic Planning:
Develops and implements strategic initiatives designed to enhance company strengths, eliminate operational weaknesses, exploit marketplace opportunities, and respond to external challenges that threaten the achievement of company objectives.
Ensures that strategic initiatives and tactical action plans are aligned with company vision, mission, policies, and objectives.
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Operations Management:
Leverages business acumen, technological insight, and interpersonal savviness to develop sound, data-driven strategies that address operational challenges before they actually take place, and optimizes financial resources in order to drive sustained business growth.
Identifies “what’s working” with the competition and (if necessary) modifies operational strategies and action plans to better meet customer needs and advance overall market place position.
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Financial Modeling:
Collaborates with cross-functional teams to develop financial forecast models that reflect company capabilities and marketplace realities, and ensure alignment between business objectives and company vision and objectives.
Establishes ongoing evaluative procedures designed to assess and, if necessary, mitigate financial risks that arise from inadequate and/or failed policies and processes.
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Team Leadership:
Fosters workplace cultures that promote continuous improvement and encourage accountability, inclusion, mutual respect, and collaboration.
Provides guidance to direct reports in order to facilitate an understanding of and appreciation for the important role they play in company operations.
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JOHN D. WOODRUFF
PROFESSIONAL EXPERIENCE
General Manager -Sales, Production, Service
TUFF SHED, INC. Cincinnati, Ohio 11-2021-present
Built a start-up operation of manufacturing, service, and sales.
Recruited entire staff of managers, admin, sales, and service people.
Created safety program to maintain a safe work environment under dangerous conditions.
Full P/L responsibility reaching profitability within 12 months of operations.
Manage multiple facilities in distribution, sales, and service.
Manage sales efforts in excess of $4.5M in Cincinnati/Indianapolis markets.
Create and maintain production schedule for efficient and cost-controlled production.
VP for North America – Sales and Operations
GREASESHIELDUSA Newry, Northern Ireland Chicago, IL 11-2019/3-2020
Developed marketing and sales plan for the World’s Greatest Grease Trap expansion into the US market.
Won state and municipal approvals to utilize GreaseShield product in commercial kitchens.
Oversaw, managed, and staffed a Distribution center in Chicago.
Established and developed new business relationships and positioned $1M of sales through manufacturing companies; managed a significant pipeline of $100K of contractors/ distributors.
Created a business plan and timeline with specific deliverables to include accounting, human resources, etc.
Director of Organic By-Product Management
ORGANIC SOLUTION MANAGEMENT Indianapolis, IN 6- 2018/11-2019
Drove business growth of over $1M in year one with year two potential of over %5M revenue.
Conducted market research, negotiated deals and captured growth opportunities utilizing executive contacts to sell wastewater solutions and equipment.
Managed all sales activities for the entire firm across the US.
Found and engaged alternative sources and contractors for organic by-products across the US.
Owner of most RFP development and delivery through roll-out.
Director of Sales and Operations/ National Program Manager
DARLING INGREDIENTS, INC. Cold Spring, KY 6-2008/6-2018
Consistently increased profitability by 3 to 5% annually, resulting in $45M+ revenue with 28% EDITDA.
Managed 73 Account Managers and 9 Regional Account Managers throughout 42 plants while developing and maintaining productive business relationships with key accounts, ensuring ongoing customer satisfaction.
Evaluate EBITDA to implement strategies to develop and implement key performance indicators for accountability and to design metrics to track incentive bonuses for account managers, increasing transparency for executive management.
Managed national accounts and served as an Owner of all requests for proposal (RFP).
Designed gold and platinum go to market strategies to increase distribution channels.
Promptly adjusted to federal regulation changes, updated manufacturing process and found alternative uses for existing products to maintain growth.
Represented the Company across multiple trade shows, state agency committees, and municipal meetings to increase brand awareness and recognition to drive sales.
Implemented organic growth measures for the sales team (ongoing prospecting and leveraging corporate relationships for referrals) driving service agreements by 24%.
On-boarded thousands of accounts gained through acquisition and integration processes aligned to corporate business goals, policies and procedures.
Designed and implemented a bundled service program for combined sales offerings, resulting in a revenue increase of 5%.
Reduced expenses by $3M, while implementing cross-functional distribution of grease trap material to comply with updated federal regulations.
Designed, defined department’s needs and navigated transition to corporate sales reporting on new Oracle ERP platform.
Identified opportunities, negotiated and secured contract with new provider to improve Company product performance by 14%.
Oversaw acquisition, brought 4 companies on board for acquired new businesses, managed asset allocation/ verification, merged account base, and trained the staff on ERP and processes.
Opened 14 new plants to service grease traps and grew the account base from 28,000 to 41,000.
Regional Operations Manager
RESTAURANT TECHNOLOGIES, LLC Cincinnati, Ohio 2-2002/6-2008
Direct day-to-day responsibility in the areas of sales, distribution, facility management, inventory control,
and customer satisfaction for 9 geographically dispersed locations totaling 125,000 sq. ft. in warehouse and office space.
Managed General Managers at each facility as well as 27-30 sales associates. Reported
directly to the President of RTI.
Implemented a reporting strategy for repaired parts that captured $400K in 2007.
Helped develop and implemented a handheld POS system for deliveries giving the customers a
value add and re-allocated over $100K in office labor to centralized service.
Guided a troubled facility in Chicago with uncontrolled cost overruns exceeding $250K into a
new location and becoming the Depot of the Year in 2004 in less than 6 months.
Authored operational SOP documents to standardize best practices in 36 facilities.
Produced 3 different GM of the Year award winners in 5 years.
Produced more than 20 President Club Award winners in 5 years. Recipient of the Presidents Club Award for exceeding annual operational, sales, and growth
goals every year that has been available.
General Manager, Cincinnati (12/2001 – 07/2002)
Start-up manager of 15,000 sq. ft. facility in Cincinnati, Ohio. Recruited managers, technicians, drivers, and
sales personnel to start operations.
Installed a record numbers of 342 new accounts in 2002. Depot of the quarter every quarter in 2002.
Operated at 30% above plan and 20% under budget.
Led negotiations and costs justification in closing Joe’s Crab Shack in Bellevue, KY leading to
National Account roll out.
Promoted to Regional Operations Manager.
EDUCATION
Bachelor’s Degree Bachelor in Business Administration
Thomas More College, Crestview Hills, KY
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