John Doe by alicejenny


									Executive Resume
                                                                                               Dirk E. Atkinson
                                                                      1213 West Street Petaluma, CA 94952
                                                    Phone: (707) 781-0943 Email:

Leadership Profile
Organizational Leadership, Facilities Management, Leading-Edge Technology Application,
Environmental Engineering, Expansion and Growth, Commercial/Institutional/Retail Construction
Results-driven executive with a proven record of success in identifying the right technologies and strategies to meet
the needs of changing business and consumer trends. Proven expertise in consistently meeting or exceeding short-
and long-term objectives, and creating strategic plans, operational concepts, and management practices to meet
profitability goals. An outstanding team builder and motivator known for the ability to get the most from people and
other resources; member of the strategic planning team that developed an organizational mission. Industry-
recognized expertise in a range of sectors, including fiscal planning, budgeting, resource utilization, cost-control,
innovative recruiting/training of functional teams, developing facilities, and on time/within budget new store
openings. Played key roles in the transition of two private companies to publicly-traded entities. Extensive
background in environmental engineering, construction (commercial, institutional, and retail sectors), energy
management, and implementing IT systems to enhance operational performance.

Professional Experience
TrendSetter Solar Products, Inc.                                                                 Eureka, California
President/CEO                                                                                    2005 to April 2008
Provided day-to-day leadership for this quality manufacturer of solar water heating systems. Leveraged solid
knowledge of publicly-traded companies to reorganize and guide the company through the transition from a
privately-held California company into a publicly-traded corporation. Oversaw investor relations activities; raised
$1.6 million in capital during tenure to build the company brand and advance product development. Developed an
authorized dealer network while transitioning sales from local to the national market.
   Focused on the core product line, sales awareness/interest in the products rapidly increased, as illustrated below:
                                        Explosive Sales Quotation Growth






                                        2005       2006           2007           2008

   Directed the finance, operations, marketing and sales activities for the manufacturing, wholesale, retail, and
    construction divisions of the company during the company transition. The transition focus was strategic,
    concise, and smoothly executed without interruption to service.

Restoration Hardware Inc.                                                                Corte Madera, California
Director of Planning and Development                                                               1997 to 2004
Organized store construction program for rollout of the national retail store chain; directed design development, and
construction of 91 stores. Selected and oversaw consultants, architects, engineers, suppliers, and service vendors.
Worked with local agencies and planning/building departments to secure necessary approval. Secured demographic
and project proforma information to negotiate with proposed project landlords and site developers to acquire the best
real estate location for all proposed new stores. Personally visited proposed sites to confirm the feasibility of store
locations. Directed all phases and facets of store design, including fixture design, prototype production, and rollout.
Dirk E. Atkinson                                                                                                       Page 2

   Directed store construction project that increased the number of stores from 20 to 91 within a three-year period
    and boosted annual revenues by $182 million, as illustrated below:

                                              Store and Sales Growth

                          100                                                             $300

                           50                                                             $150
                            0                                                             $0
                                    1996         1997           1998               1999
                                                No. of Stores   Net Retail Sales

   Tracked leases for all retail store real estate. Facilitated weekly real estate committee meetings to track
    proformas, budgets, lease progress, and store development. Traveled to sites to keep a finger on the pulse of
    construction progress and troubleshoot project-related issues; liaised with landlord representatives.
   Directed an extensive remodel of one hundred and three stores, including extensive refixturing and floor plan
    changes to make the chain a destination retailer. This project was rolled out in the spring of 2002 and involved
    all of the stores to that date. The entire store chain needed to be up-fitted to give core businesses clear store real
    estate to achieve the new marketing model and strategy while providing a better and more purposeful shopping
    experience for target customer. This $17 million project took four months of planning and the work was
    completed in a three month window.
   Prepared and maintained construction, maintenance, and capital expenditures budgets ranging between $20
    million and $40 million aggregated in any given year.

RESCO Construction Inc.                                                                                     Eureka, California
Project Manager                                                                                                  1995 to 1997
Managed on-site projects under construction requiring a depth and breadth of knowledge of construction processes
and systems. Set up scheduling of subcontractors, material deliveries, utilities, public agencies, and pedestrian
traffic. Provided leadership for large teams of employees and subcontractor’s personnel. Served as liaison for
owners, their consultants, and the company home office, including bid presentations and meeting to coordinate
construction process with large institutions.
   Performed a several million dollar falling hazards abatement project mandated by the State of California for
    Humboldt State University. This involved a seismic retrofit involving the remodel of 23 key buildings on
    campus over summer break, including large chimneys, tens of thousands of square feet of tile roofs, and
    construction of a large retaining wall. Scheduled and coordinated subcontractors and vendors to work around
    existing summer educational programs and functions.
   Provided leadership for an extensive one-year, $6 million, multi-story seismic retrofit and remodel project. The
    project included drilling and placement of scores of 60-foot-deep caissons, excavation of thousands of yards of
    earth, demolition of hundreds of tons of existing concrete, placement of tons of rebar and thousands of cubic
    yards of concrete through multiple floor elevations.

Mayan Construction                                                                                          Arcata, California
Superintendent of Construction                                                                                   1992 to1993
Led construction projects requiring a depth and breadth of knowledge of construction processes and systems with an
emphasis on commercial kitchens. Managed large teams of employees and subcontractor personnel. Provided on-
location management for large-project construction. Hired for a track record of running successful construction
projects with attention to detail. The proposed on-site management of these construction projects was key and
served as a determining factor in the company’s ability to win bids. Projects were completed on schedule and within
budget, resulting in very satisfied commercial and institutional customers.
Dirk E. Atkinson                                                                                              Page 3

   Performed an on-time and on-budget remodel of Humboldt State University’s main campus dinning facility (a
    multi-restaurant food venue) for students and faculty living off campus. In addition to the extensive
    commercial kitchen remodel, the project included building additions and a great deal of structural concrete
    seismic retrofit work. This was a summer project that needed to be finished for the fall semester or the
    university would have lost revenue not only from the dining facility but student enrollment as a result of being
    considered substandard.
   Directed a $2 million kitchen and restaurant remodel for the Eureka Inn Banquet Kitchen and Bristol Rose
    Restaurant. The state-of-the-art kitchen was designed by two Culinary Institute chefs and included a new
    elevator to save the hotel from slip-and-fall claims on the stairs that were being used for food deliveries and
    new basement walk-in refrigeration. The hotel manager was pleased that the elevator would be paid for many
    times over in the number of reduced insurance claims.

Employment Prior to 1991
Began construction career as a carpenter with the property craftsmen union in Hollywood, building sets for 20th
Century Fox, Warner Brothers, and Universal Studios. Projects included prime time television shows and big screen
productions. Directed many commercial, institutional, and retail projects in the capacity of general contractor.
Duties covered all aspects of business, including financing, human resources, bidding and construction management.
Beyond the required depth and breadth of knowledge of construction processes and systems, leadership
responsibilities included marketing and development of our customer base. Served as advocate between customers
and public agencies, planning and building departments, and city councils to obtain project approvals. Projects
   Built a new full-service clinic, physical therapy suite, and a full OB wing for Mad River Hospital in Willow
    Creek and Arcata, California. In addition, performed a remodel for the physicians’ private practice suite in the
    private suite wing of the hospital building.
   Built a waterfront Victorian office project that was landmark in its historical dedication to detail in the Eureka,
    CA, Old Town Historic District from the ground up, as well as a four-unit Victorian apartment building.
   Performed commercial framing and remodel work on restaurants in California and Oregon.
   Provided ground up construction on several turnkey custom homes and multiple new residences in upscale
    neighborhoods in California.

Education/Professional Development
   BS equivalency, Environmental Resource Engineering, Humboldt State University, Arcata, CA—1996.
   Engineer in Training (EIT), State of California, License Number XE98326—1996.
   General Building Contractor (B-1). State of California, License Number 413376—1981.

Community Activities
   Past Chairman and member of the Board of Commissioners, Eureka City Housing Authority—1985 to 1995.
   Past adult leader of the Saint Bernard’s senior high youth group—1990 to 1997.

      “Great leadership results from an understanding of how to lead the leaders of a company
      with your ego in check.”
                                                                                  —Dirk Atkinson, 2009
Key Accomplishment Summary
                                                                                             Dirk E. Atkinson
                       Brought Privately-Held Company to Public Offering Status

A small, privately-held national home furnishings retailer was in the infancy of its store expansion program. The
company was positioning itself to make an initial public offering and had to achieve specific growth objectives and
company valuation targets. Thin on senior management, the company was not able to focus on construction
fundamentals as time demands for merchandising and operations increased. The construction process in place was
loosely organized and lacked the accountability, flow of communication, and oversight that would insure the quality
of the company’s image. Quality was dropping and costs were escalating for newly-completed stores.

Action Plan:
   Conducted comprehensive analysis of pertinent budgets and examined potential areas for cost savings.
   Set specific organizational goals to coordinate construction timetables and implementation of streamlined
   Improved communication processes among consultants, contractors, and company operations teams. Initiated
    two new weekly meetings—one to track progress on the projects, and one for architectural review.
   Implemented a strict compliance program for contractors that included penalties and rewards that kept them on
    track and on schedule. Set up an inspection program to ensure that quality standards were being met.
   Hired project managers and a construction purchasing manager to improve the work flow. Hired key staff to
    provide due diligence, take advantage of cost savings, and support new procedures and efficiencies.
   Utilized in-house purchasing and sourcing teams to avoid consultant and contractor mark-up on each project.
    This resulted in a savings of 5 percent of the total construction budget for each project.
   Due to improved efficiencies, additional support staff, and improved communication and work flow, the
    number of stores being built each year was increased from 4 a year to 20 or 30.
   Utilized the “SiteSeer” real estate management software application, Microsoft Projects, and Excel spreadsheets
    to track and manage all projects. Weekly tracking meetings kept the projects on schedule.

The company presented an aggressive growth plan to Wall Street investors as the initial public offering progressed
with Goldman Sachs, projecting new-store growth of 30 to 50 percent per year or a goal of 100 to 150 stores within
five years. Annual revenue growth was projected at 20 percent per year and net retail sales were estimated to move
from $100 million to $250 million in the same five-year period. Saved $1.2 million in direct purchase strategies and
avoidance of consulting fees during store construction project. Directed store construction project that showed a
drastic increase in the number of stores built each year for three years, as illustrated below:

                                Number of New Stores Built Each Year







                              1996            1997            1998            1999
Key Accomplishment Summary
                                                                                             Dirk E. Atkinson
                 Improved Operations by Implementing a Store Maintenance Program

A national home furnishings retailer was implementing a store expansion program. With much focus on new store
construction, it became imperative to develop a store maintenance program to address issues that arose in existing
and newly opened locations. Company executives were fielding daily complaints about store maintenance issues as
existing stores were attempting to make on-the-spot repairs using petty cash funds. Cost controls were non-existent
and the substandard repairs were creating additional problems. Once created, the new store maintenance department
would be saddled with a backlog of repairs, deferred maintenance problems, and the responsibility for developing a
preventive maintenance program.

Action Plan:
   Conducted meetings with key executives, store managers, and existing vendors to analyze program needs,
    deferred maintenance issues, and to outline an action plan to address the backlog of store maintenance issues.
    Sent out comprehensive store surveys to develop a list of maintenance problems.
   Designed maintenance department procedures, project organization, and reporting processes. Utilized schedule
    and reporting tools to assign tasks, responsibilities, and milestones for execution of the project. Implemented
    cost tracking system.
   Analyzed maintenance vendors and subcontractors to determine where cost savings and efficiency
    improvements could be implemented. Replaced vendors and contractors who did not meet timelines. Required
    new and existing vendors to meet performance levels or face termination of agreement. Only formed alliances
    with vendors who could provide national coverage, consolidated billing, and 24/7 response capabilities.
   Created a store maintenance department and organized it with new procedures and software applications. Hired
    new staff and established training programs. Set up operations procedures for store maintenance issues,
    including the implementation of a maintenance call center with a single phone number that all stores could call
    to report maintenance issues.
   Solicited feedback from stores about their satisfaction with service received. Negotiated preventive
    maintenance contracts with HVAC vendors and window, floor, elevator, pest control, and janitorial companies.
   Researched, purchased, and implemented “SiteSeer,” a store maintenance software application for managing all
    department processes. The maintenance department staff used this application in its daily activity and
    populated the database with lease information.
   Expanded cross-functional meetings to improve communication among consultants, contractors and company
    operations teams. Held regular monthly maintenance department meetings. Store communication became
    simplified and standardized.
   Leveraged purchasing power as the number of stores in the company increased and matured each year.

The newly implemented maintenance department and processes virtually eliminated store maintenance complaints.
The software tracking system provided accurate recordkeeping and tracking of maintenance service requests. All
lease tracking information was centralized; maintenance service calls were addressed with increased efficiency. Cost
savings were realized for store maintenance. Revenues were also enhanced by maintaining well-functioning sites
that were comfortable for customers, keeping them coming back instead of going to other stores with more
comfortable atmospheres. Regular preventative maintenance was being performed, eliminating costly on-demand
repair services and downtime.
Key Accomplishment Summary
                                                                                             Dirk E. Atkinson
                        Slashed Costs Utilizing an Energy Management Program

During its store expansion program in preparation for making an initial public offering, a home furnishings, design,
and lifestyle retailer was overwhelmed with expansion matters and was unable to address its utility costs and energy
usage. The retail outlets were intensely lit with inefficient lighting that was often left on 24 hours a day. This
translated into increased demand on heating, ventilation, and air conditioning systems. The increase in regulation of
energy efficiency building and electrical codes would eventually cause problems in obtaining building permits using
the company’s current lighting design and energy strategy. The implementation of an energy management program
would save the company a great deal of money and would make a more attractive offering target.

Action Plan:
   Conducted exhaustive energy usage analysis; developed a course of action and established a timetable for
    action. Partnered with key executives, store operations departments, and consultants to analyze existing utility
    usage practices. Analyzed budgets, utility bills, and store design to assess all cost-saving opportunities.
   Provided cost saving budget guidance to and contingency planning for short- and long-term implementation.
   Formulated a detailed plan of action in a time sequence. Utilized software to create a critical path Gant chart
    schedule and assign tasks, responsibilities, and milestones for project execution.
   Implemented, supervised and evaluated execution of project.
   Met with industry consultants, engineers, and architects to design new controls for store lighting and HVAC
    systems. Incorporated new, more cost-efficient light bulbs and light fixtures and incorporated new lighting
    control energy management equipment into new store design.
   For existing stores, operational procedures were put into place that restricted the number of hours that a store
    could operate its lighting. Company-wide light bulb types were changed to increase efficiency. Installed new
    energy management systems in existing stores where feasible. Otherwise passive controls in store procedures
    and light bulb types were implemented.

As a result, new lighting control energy management equipment was designed and built into all new stores and
existing stores whenever they were remodeled. Set back thermostats were installed in new stores. The company
incorporated improved lighting and energy management systems into the design for new stores while maintaining
sensitivity to the customer shopping experience, store ambiance, and design. New types of light fixtures taking
advantage of state-of-the-art technologies were added to new store design as they were introduced to the market.
The company realized an annualized savings of $200,000 to $250,000 per year for one hundred stores; this dollar
amount does not include or account for the additional savings from reduced cooling costs, adjustment for inflation,
or increasing utility costs.

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