ROBERT A. MILLIKEN, JR.
39 Chapel Road, PO Box 977 E-mail: firstname.lastname@example.org
North Hampton, NH 03862 Websites: www.bobmilliken.com
Home: (603) 964-4866 www.seacoastpower.com
Cell: (603) 502-8384 www.linkedin.com/in/bobmilliken
SENIOR MANAGEMENT EXECUTIVE/ENTREPRENEUR
Successful in Improving Company and Shareholder Value
Vision, Strategy, and Execution / P&L and Operations Management / Startup and Turnaround / Sales and
Marketing Management / Global Business Development / Mergers and Acquisitions /
Human Resources, Innovation, and Growth / Business Policies, Practices, and Processes /
Team Building, Motivation, and Leadership
My results-charged entrepreneurial career is distinguished by achievements in generating business outcomes that
favorably impact bottom-line performance and increased shareholder value. I have an in-depth knowledge of the
principles/methods of business administration and supervision related to personnel administration, fiscal management,
program development, and overall policies and practices. Through strong strategy development and analytical abilities,
I evaluate business opportunities and develop economic analysis for entry into new markets and retreat from
unprofitable ones. In addition, I possess excellent interpersonal, communication, and presentation skills with all
intermediaries: boards, partners, customers, employees, and the public. I am known as a decisive, action-oriented,
and competitive business leader.
179 Seacoast Power Equipment – Purchased legacy business in January 2009; leveraged extensive
management and entrepreneurial skills and experience to update it successfully and put it on track for annual
revenues of over $5 million. (Visit www.seacoastpower.com.)
World Energy Alternatives – Led turnaround that increased revenues 125% and drove six-fold increase in ’06 net
income over ’05; revenues in 2007 were projected to increase more than 60% over ’06 before revenue contribution
from global expansion into South America and Southeast Asia.
National Tobacco Company – Drove reengineering and performance improvement initiatives that grew revenues
13% in ’04 and 17% in ’05, increased investor value, and drove overall market share growth.
Irving Oil Corporation – Developed and implemented a rationalization plan that generated more than $2 million in
bottom-line profit improvement.
Amoco – Improved business unit cash flow/location by 80% and profit per location by 57%.
Arco – Turned around a retail business unit of Arco Products Company from a negative net income to an $18
179 SEACOAST POWER EQUIPMENT – North Hampton, NH
President and CEO (2008-present)
Owner of the largest consumer-driven retail outdoor power equipment dealership in northern New England, featuring
such high-quality equipment brands as Husqvarna, STIHL, Simplicity, Ferris, Toro, and Honda, and employing 25+
multi-functional personnel. Leveraged personal consumer knowledge and experience to update and rebrand legacy
business with a new look, renewed service commitment, expanded equipment and parts inventories, value pricing, and
a customer-centered, team approach based on a bedrock principle of offering New England area consumer and
commercial customers the best experience possible when they visit us. Annual revenues are projected to be over $5
million and are generated through the sales, service and parts departments. Visit www.seacoastpower.com.
ROBERT A. MILLIKEN, JR. Page Two
WORLD ENERGY ALTERNATIVES – Boston, MA
Chief Operating Officer (2005-2007)
Key leader in the turnaround of this $200 million fully integrated worldwide supplier of biodiesel with offices in Ohio,
Georgia, Florida, Massachusetts, Belgium, Argentina, and Malaysia. Scope of responsibility encompassed overseeing
global operations, business development, manufacturing, commodities, risk management, supply, logistics, and HR
areas. Employed and optimized critical skills and years of experience in successfully directing short- and long-range
planning, establishing performance goals, executing business strategies for products and services, driving growth
initiatives, and developing and deploying operational policies. Supervised a team of five vice presidents, two directors,
and two managers.
Turnaround – Spearheaded restructuring and operational improvements that increased revenues 125% and
drove a six-fold increase in ’06 net income over ’05; revenues in 2007 were projected to increase more than 60%
over 2006 before revenue contribution from global expansion into South America and Southeast Asia.
Business Practices and Processes – Developed and instituted the company’s first standardized business
practices and processes, including a pay-for-performance incentive program.
Acquisition – Led the successful acquisition of a new banking credit facility, performing critical due diligence and
Global Sourcing – Managed multi-sourcing relationships to supply the proprietary biodiesel manufacturing plant
and glycerin refinery with feedstock to produce biodiesel and refined glycerin for global marketing and distribution.
Successfully procured global sources of biodiesel for blending and distribution to key customers around the globe.
NATIONAL TOBACCO COMPANY – New York, NY
President / Chief Operating Officer (2002-2005)
Responsible for the day-to-day operating activities of this $110 million company, the third largest manufacturer and
marketer of loose-leaf chewing tobacco in the U.S. Developed operating plans, goals, and objectives, and oversaw
sales, marketing, HR, manufacturing, information systems, and R&D functions. Accountable for revenue and sales
growth, expense, cost and margin control, and monthly, quarterly, and annual financial goal management. Supervised
five direct reports (three senior VPs and two VPs).
Revenue/Market Share Growth and Investor Value – Led performance improvements that grew revenues 13%
in ’04 and 17% in ’05, increased investor value, and drove overall market share growth.
Investor value was projected to be 6% above ’03 levels after absorbing initial two-year reengineering
Revised/implemented new focused strategies and developed/maintained sound operational execution.
Developed a performance-oriented culture supported by employee recognition programs.
Built a fast, flexible, and flat organizational structure. Retained existing talented employees and filled
leadership gaps while keeping leadership teams at all levels focused on and committed to business objectives.
WILLARD BISHOP CONSULTING – Barrington, IL
Senior Vice President (2001-2002)
Managed business activities within retail and wholesale distribution trade channels and related consumer product
companies for this retail consulting firm that takes an inventive approach to extracting information and insight from
Consulting – Provided expertise in change management, performance improvement, strategy development, and
supply chain management to clients. Delivered clear, actionable retail solutions to help clients improve their retail
experience and profits.
ROBERT A. MILLIKEN, JR. Page Three
IRVING OIL CORPORATION – Portsmouth, NH
Vice President / General Manager (1999-2001)
Given full general management authority over and P&L responsibility for this $300 million U.S. business, primarily in
New England. Oversaw sales, marketing, operating, distribution, and customer service functions in a 2,500-employee
organization. Developed annual operating plans and budgets, assisted global business managers in developing
business/marketing strategies and financial objectives, and managed all lines of business and functions to deliver
against P&L objectives. Allocated resources and served as a mentor/coach to regional managers. Managed 12 direct
Profit Improvement – Developed and implemented a rationalization plan that generated more than $2 million in
bottom-line profit improvement; also improved operating fuel margins by 30+% through transferring responsibility
for daily retail pricing decisions from the corporate centralized team to the field operations team.
Cash Flow Improvement – Achieved 400% turnaround improvement in 1999 cash flow over plan; cash flow
results exceeded plan by 30% by February 2000.
Acquisition – Led and executed successful acquisition of a competitive home heating oil company.
Service and Efficiency Improvements – Improved service levels and efficiency from non-existent to acceptable
levels by reengineering and defining business processes and infrastructure.
Team Building – Spearheaded cultural team concept (“Set Sail”) to ensure that each team member’s role,
accountability, and responsibilities were defined and understood by the entire team; concept-motivated team to
meet and exceed budgeted plan for the first time in a long history of unsatisfactory business results.
Safety and HR – Implemented safety awareness campaign across all organizational levels and effectively
leveraged HR through excellent people processes (e.g., correct people in key jobs, developing high-potential
candidates, weeding out C-players, etc.).
BP AMOCO – Chicago, IL
Vice President, Convenience Retail Marketing
Vice President, Retail Business Unit (1997-1999)
Promoted to VP of Convenience Retail Marketing following BP’s acquisition of Amoco to consolidate the Amoco and
BP brands; previously held P&L accountability for a $2 billion retail business comprising 500 company-owned
convenience stores in 15 states (8,500 employees; contained assets estimated at $400 million).
Provided strategic vision, planning, and forward-thinking leadership to facilitate Amoco’s move toward more inventive
marketing to gain a competitive edge in all of their existing and future markets. Developed and achieved consensus by
senior management for a marketing plan that included new services/products; also developed and introduced
PLAYBALL, a program that focused the organization on profitability while emphasizing the value of working as a team
to generate profit dollars. Responsible for generating $90 million in profit contribution and administering a $50 million
capital budget. Managed 11 direct reports.
Substantial Retail Unit Growth – Grew gasoline volume 12%, C-store sales 62%, C-store margin 83%, cash flow
80%, and overall profit 57%.
Organizational Leadership – Reorganized operations, maintenance, and merchandising; developed a policy and
procedures manual; and established an HR development committee to build future bench strength. Also
created/introduced new work systems and toolboxes, and defined processes/training for every retail function.
Category Management – Implemented category management initiative that included complete analysis and
revision of all planograms and product offerings; reset all stores in 30 days and developed detailed annual plans
by category and monthly promotion plans by market/format.
Safety – Maintained safety culture and improved overall safety performance. Set industry benchmark of 4.4 million
hours worked without a lost workday; achieved OSHA recordable rate of 1.29.
ROBERT A. MILLIKEN, JR. Page Four
SUN COMPANY, INC. – Philadelphia, PA
Vice President, Marketing and Development (1995-1997)
Recruited by an executive search firm to orchestrate strategic marketing efforts for the Sunoco brand in 17 states via a
network of 4,000+ dealers and jobber-operated retail sites representing more than $43 billion in annual sales.
Managed six direct reports and oversaw 200+ employees; managed a $70 million expense budget and capital budgets
of up to $160 million.
Multimillion-Dollar Savings – Generated a $17 million savings by restructuring the marketing organization.
Marketing and Branding – Developed and launched a new gasoline marketing strategy for the Sunoco brand
supported by a new major advertising campaign; reengineered the training organization and programs to align with
new strategies; also created and introduced new brand images for the USC automotive and APlus C-store
Consumer Relations – Developed and established a new Consumer Relations Department and a “Customer
First” initiative; innovated a more customer-focused organization and improved customer responsiveness.
Previous Experience: Advanced through the ranks to the position of vice president, Sales and Marketing, of the retail
subsidiary of Arco Products Company. Held P&L responsibility for field operations in five western states (420 retail
franchise outlets; 5,000 employees). Managed a $12 million operating budget and over $75 million in assets
generating $1.6 billion in sales; took the retail business unit from a negative net income to an $18 million profit.
Master of Business Administration, Finance – St. Mary’s College of California, Moraga, CA
Bachelor of Arts, Sociology – Framingham State College, Framingham, MA