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					   Drew
  Sterling
     604
  Harmony
    Ln. •
Pleasantville
 , CA 94588
925.555.1234
      •
drew_sterlin
g@resumem
  aker.com


  Chief
 Executive
  Profile
 Consumer
 Packaged
  Goods •
 Durables /
  Food •
Beverages /
Agribusiness
  Venture
  Capital ~
 Private &
   Public
Companies ~
Family-Own
     ed
 Operations
Aggressive
and
influential
leader with
the vision and
talent for
developing
and executing
winning
strategies and
inspiring
teams to
embrace
change and
achieve a
mission.
Provide the
strategic
direction to
“break the
mold”
through
creative
innovation
and solve
operational
problems in
competitive
arenas.
Effective in
high-profile
executive
roles within
global
markets
leading
revitalization
and growth
for both small
and large
businesses in
startup or
turnaround
situations.
Understand
what is
needed to
effect change
that involves
all
stakeholders.
Thrive on
handling
difficult
situations and
carrying out
high-risk
decisions.
Strengths
include:


· Me
rgers
/      · Bus
Acqui iness
sitionsGlobal
/ Jointization
Ventu
res
      · Pro
· P& duct /
L & Servic
Reven e
ue    Strate
Grow gy &
th    Rollou
      t
       · Co
· Fin
       mplex
ancin
       Contr
g/
       act
Fundr
       Negoti
aising
       ation
       · Cor
       porate
       Cultur
· Div e
estitu Chang
res e &
       Transi
       tionin
       g

· Re · Par
deplo tnersh
yment ips /
of     Strate
Assets gic
       Allian
       ces



· Vis · Rel
ion, ations
Strate hip
gy & Mana
Execu gemen
tion t


  MBA –
 Finance •
University of
Minnesota •
   1982
    BS –
Agriculture •
Kansas State
University •
   1979
 Executive
Leadership
 Strengths

      Recor
       d of
       succes
       s
       delive
       ring
       consis
       tent
       reven
       ue
       growt
       h
       while
       boosti
       ng
       RON
       A
       during
       startu
    p,
    growt
    h
    phase
    s, and
    turnar
    ounds
    –
    positi
    on
    comp
    anies
    for
    long-t
    erm
    growt
    h.

   Contri
    bute
    to
    enterp
    rise-le
    vel
    vision
    ,
    strate
    gy,
    decisi
    on-ma
    king,
    and
    leader
    ship
    to
    impro
    ve
    operat
    ional
    efficie
    ncy
    and
    perfor
    mance
    levels.

   Evalu
    ate
    marke
    t,
    comp
    etitive
    enviro
    nment
    , and
    comp
    any
    positi
    on to
    optimi
    ze
    curren
    t and
    future
    opport
    unitie
    s.
    Work
    with
    all
    stakeh
    olders
    to
    garner
    buy-in
    and
    build
    excite
    ment.

   Solid
    backg
    round
    leadin
    g
    expan
    sion
    initiati
    ves in
    global
    marke
    ts.

Career
  Synopsis



JERR
Y’S
FOO
DS    1995 -
INC., 2005
Roan
oke,
VA
$260 MM /
1500
employee
CPG stand
alone snack
food
company with
a franchise
and company
owned direct
store delivery
network
serving retail,
food service,
institutional
and co-pack
channels.

President /
Chief
Executive
Officer /
Director
Recruited
based on
solid business
acumen,
proven
expertise
delivering
results, and
an innovative
thinking
approach to
turn around
operations.
Developed a
top-performin
g team to
implement
strategies and
record the
Company’s
best year on
record.
Resolved
liquidity
issues and
refocused
under-perfor
ming
organization.
Groomed
Company for
sale at a
substantial
premium to
pre-debt
enterprise
value.
· Exceeded
all financial
budgets
during
tenure,
improving
RONA by
16%.
Delivered 32
consecutive
quarters of
improved
operating
income, cash
flow, and top
line growth.
· Amplified
EBIT at a
compounded
annual rate
of 65%;
raised ROE
from
negative to
over 12%.
· Improved
pre-debt
enterprise
value from
negative to
over $115
MM.
· Complete
d five
financings,
reduced
debt, and
paid a
substantial
dividend.


MAL
ORY
LIMI
TED
PART 1992 -
NERS 1995
HIP,
Balti
more,
MD
$150 MM /
300
employee,
U.S. and
Canadian
stand-alone
ethnic CPG
company
serving retail,
foodservice
and private
labels.

President /
Chief
Executive
Officer /
Director
Recruited and
mentored a
world-class
team to
develop and
lead
execution of
a tactical
turnaround.
· Propelled
enterprise
value more
than 3X via
streamlining
and the
development
of new
customers
and
channels.
· Boosted
EBITDA
from 1.7%
to 9% of net
sales
reinvesting
in brand,
product, and
market
expansion.
· Accelerat
ed RONA
from 3% to
27%;
increased
national
share by 4.5
points and
met or
exceeded all
budgets.


ORA
NGE-
CO., 1989 -
INC., 1991
Barto
w, FL
NYSE
vertically
integrated
$500 MM
sales
company with
700 FT &
900 seasonal
employees
serving retail,
foodservice,
private label,
industrial
and export
beverage,
and
perishables
markets.
Synergistic
business in
agricultural
production
and real
estate.

President /
Chief
Executive
Officer /
Director
Challenged to
design and
implement a
distressed
financing
strategy to
forgo an
imminent
Chapter 11
filing.
Transformed
Company
into a stable,
higher
margin
enterprise
with a
diversified
product mix.
· Designed
a new team
to execute
tactical and
strategic
revitalizatio
ns.
· Redeploye
d more than
$100 MM in
assets,
slashed debt,
invested in
core
operations,
and paid a
7%
dividend.
· Grew
EBITDA
from 2% to
11% of net
sales
increasing
net profit to
a historical
high.
· Increased
RONA by 7
points
meeting all
quarterly
and annual
budgets.


BUTT
ER
WOR
LD., 1986 -
Farmi 1989
ngton
Hills,
MI
$6B co-op
serving
consumer
packaged
goods,
agribusiness,
livestock,
dairy, energy
and crop
input
markets.

Corporate
Vice
President
Tapped to
provide
executive
leadership to
four
independent
vertically
integrated
operating
companies
involved in
CPG red and
white meat
retail, food
service, and
institutional
channels.
Integrated
contract
livestock /
production /
processing
with 2,100
employees
and sales of
$650 MM.
Led creation
of a highly
profitable
domestic /
international
start-up. Sold
portions at
above market
multiple and
internally
integrated
others.
· Unified
four
struggling
businesses
into one
successful
integrated
enterprise
format.
· Construct
ed new
teams
credited
with
increasing
ROA to 14%
from 3%.
· Generate
d $100 MM
of enterprise
value while
meeting or
exceeding all
annual
budgets.
· Consolida
ted
production
and
distribution
reducing
break-even
points
moving from
5% to 9%.
· Expanded
national
share by 7
points and
regional
shares by 8
points.




BEEF
LAN
D,     1981 -
Minn 1986
eapoli
s, MN
World’s
second
largest boxed
beef
processing
company with
5,000
employees
and sales of
$2.3B.

President /
C.O.O.
Recruited to
lead co-op’s
largest
business and
prepare
division for
sale.
· Increased
enterprise
value over
four times
while
exceeding all
financial
budgets.
· Converte
da
manufacturi
ng driven
company to
a customer
orientation
with a 7%
lower
breakeven
point.
· Expanded
RONA
employed
from 1% to
17%.
· Redeploye
d $150 MM
of non-core
assets to new
products,
market
expansion,
and
technologies.
· Launched
CPG
offshore
joint venture
generating
$350 MM in
highly
profitable
annual sales.
· Prepared
company for
sale at an
above
market
multiple.


Direct
or of 1980 -
Mark 1981
eting
Mark
eting 1979 -
Mana 1980
ger




Deborah
James –
Leading         P RW RA




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