PAUL HEMMERT
                                                 Denver, Colorado
                                   Mobile: 214.585.3248

                   Performance Based Management – High Revenue Growth – Turnaround

My passion is building highly talented teams – requiring innovation, determination, and ownership from all
members – to accomplish a company’s objectives. I believe that synergy is the cornerstone of success and
profitability for any organization. Creative team “buy-in” and a performance-based culture that fosters input and
implementation are the keys to competitiveness and growth.

                                                 VALUE OFFERED

    Held full authority and P&L responsibility for $3B in revenues, 13,000 employees, and 600 locations
    throughout Canada and the United States.
    Led the merger of two separate companies with cumulative revenues of $3B. Challenged with restructuring
    and integrating two culturally diverse businesses and IT systems. Eliminated more than 50% of overhead costs.
    Grew profit in excess of $100M and led the turnaround success of numerous organizations through my
    understanding and implementation of five critical factors: profitability, customer satisfaction, employee
    retention, high performance metrics, and a winning team.


Area Vice President, 2007 to Present

Led operations and managed a real estate portfolio valued over $400M at 52 apartment communities in Colorado,
Nevada, Utah and Arizona. Direct reports include, Vice President of Operations, Area Financial Officer, Director of
Human Resources, Director of Sales and Marketing, Director of Service and 6 regional Property Managers.

    Improved occupancy from 92.4% to 96.2%
    Improved gross income 8.3%
    Improved net income 20.8%


Chief Operating Officer, 2006 to 2007
Full P&L and operational responsibility for $150M in revenues and 115 retail service sites located throughout the
western United States and Hawaii. Oversee VP of Fleet Management and Field Operations, the general managers of
15 Tier I city profit centers, and the directors of call center, customer service, sales, training, collections, and
maintenance. In the first year:
    Restructured field operations group and instituted a performance based culture companywide that, in the
    first year, improved operating profit by $4.6M through increased accountability.
    Grew fleet utilization by 5% points through effective balance of supply and demand and timely procurement.
    Identified expansion in a closed market and led the negotiation, purchase, and conversion of Tradewinds Rent
    A Car, Hawaii (a privately owned family business), to an Advantage location. Doubled prior year’s revenue.
PAUL HEMMERT                                                                                               PAGE 2 OF 3


Regional Vice President, 2004 to 2006
Led operations and managed a real estate portfolio valued at $450M at 54 different locations, an operating budget
of $150M and a team of 400 in the southwestern United States for the nation’s largest owner /operator of apartment
communities ($1B in annual revenues). Oversaw the CFO, as well as the directors of Marketing, Sales, Human
Resources, IT, Service / Maintenance, and Capital Expenditures. Reported to Vice President of Operations.
   Improved occupancy from 79% to 96% within two years and grew profitability from a - $5M to + $5M.

President of Canada, Toronto, Canada (1999 to 2004)
Area Vice President of Operations, Ft Lauderdale, FL (2001 to 2004)
Following merger of National and Alamo in 1999, promoted to President of Canada with accountability for
$200M+ in annual revenues, 300 car and truck rental locations, and 1,500 employees. Directed all functional areas
including finance, sales, marketing, and human resources for franchise and corporate operations. Introduced Alamo
Rent A Car to Canadian market.
    Led team in producing a 10% increase in revenues in a highly competitive car and truck rental market.
    Achieved a 12% pre-tax profit improvement, growing profits from $15M to $25M and substantially expanding
    market share from 12% to 20%.
    Approached and converted Canadian franchises into corporate locations. Sold the concept for the added
    benefits of belonging to a larger brand presence – Internet searchability, advertising, 800 number brand and
    National/Alamo received 8% of revenues – a win/win situation.

In 2001, returned to the United States to lead turnaround activities on a national scale, to help the company to return
to profitability, and emerge US operations from bankruptcy following 9/11. As Area Vice President of U.S.
Operations headed operations, capital investment, union negotiation, and fleet maintenance, while holding
concurrent responsibility as the President of Canada. Overall operational accountability was $2B in revenues, 600
locations, and 125 profit centers.
    Redefined strategic direction of the company working closely with outside consultants, Chief Restructuring
    Officer, and the Sales and Marketing divisions.
    Posted a profit of $50M through the reorganization of the Field Operating group and implementation of
    operational goals in customer service, revenue generation, fleet management, productivity, and profitability.

Senior Vice President of Joint Operations, Minneapolis, MN (1998 to 1999)
Chosen by the President of National to lead the integration National and Alamo Rent A Car field operation group
into a single company, while maintaining brand identity and significantly reducing overhead. This merger
combined corporate (National) and leisure (Alamo) products and culture, and culminated in annual revenues in
excess of $3B. Managed a field operations group with full operating P&L responsibilities. Direct reports included
six regional Vice Presidents, the Vice President of Fleet, and the Vice President of Maintenance. Oversaw a fleet of
275,000 vehicles and 13,000 employees.
    Led operating group in creating and implementing a state of the art information system, a three year process.
    Performed an organizational restructure that served as industry benchmark. Initiated cross training programs
    for field employees and readjusted corporate culture to reflect a consistent performance based matrix and work
PAUL HEMMERT                                                                                              PAGE 3 OF 3

Senior Vice President of Operations – National Car Rental, Minneapolis, MN (1997 to 1998)
    Managed field operations group, with P&L responsibility for revenues in excess of $1.5B. Oversaw fleet of
    150,000 vehicles and 6,000 employees.
    Initiated Balance Scorecard system that improved customer service, revenue growth, and expense reduction
    while enhancing employee productivity and retention.
    Improved operating profit by 22% by increased customer satisfaction, profitable revenue growth, improved
    fleet utilization, and increased productivity.
   Won JD Power Award two consecutive years as “Best U.S. Car Rental Company” based on customer value,
   efficiency, car quality, and overall satisfaction.
Eastern Regional Vice President – National Car Rental, Orlando, FL (1992 to 1997)
Directed operations throughout the eastern United States. Achieved revenues in excess of $450M and led a work
force of 1,600. Held full operating P&L responsibility.
    Selected to play a critical role in successful turnaround of a company after three years of declining
    Improved profitability from a $15M loss to a $3M profit within the first year.

Director of Operations - New York Region - National, Newark, NJ (1990 to 1992)
Led Fleet, Maintenance and Distribution groups with responsibility for $50M in annual revenues. Grew
profitability by $9M.

City Manager, National Car Rental, Various U.S. Locations (1980 to 1990)
Held progressively more responsible positions (6 promotions/6 different cities) and higher revenue earning roles.
Assigned to underperforming locations; gained reputation as a turnaround expert; respected for work ethic and
leadership potential. Primary responsibilities encompassed customer service, revenue growth, and company
compliance. Within this time period, opened numerous new locations for rentals and car sales. Negotiated labor
contracts and supported decertification efforts throughout the country. Locations included: Philadelphia, Detroit,
Chicago, JFK Airport, NY, Louisville, and Jackson, MS.

                                        EDUCATION / AFFILIATIONS
Executive Financial Management Program

B.S. in Business Administration

Former Member, Young Presidents Organization (YPO)
- Chair, ten member YPO steering committee
Appointed by Governor Lawton Chiles to serve on the Governors Board of Tourism, State of Florida, 1995 to 1997
Board Director, American Car Rental Association (ACRA), 2006 to Present
Six time winner, National Car Rental Quality Award, modeled after the Malcolm Baldrige National Quality Award,
a standard recognized for measuring high quality, six sigma, and lean initiatives, 1990 to 1996

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