operations or account executive or director or supply chain

8/3/2019 Operations or Account Executive or Director or Supply Chain

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Michael Kopish20451 S. 187th WayQueen Creek, Arizona [email protected] (home)602.565.0471 (cell)Professional Summary

Diverse Professional offering over 23 years of experience in branch management-multiple locations, inventory control, service and parts operations, technical expertise, marketing and account management. Recognized for effective organizational and P & L statement skills, as well as having a diverse overall knowledge infixed operations departments. Furthermore, was consistently noted for being a key member in adding to the overall success of annual goals and objectives set bymanagement.

Areas of Expertise

* Fleet Management* Marketing/Sales* Technical Experience* Account Management* Branch Management

* Budgeting/Forecasting* Prospecting/Retention* Supply Chain Management* CSI Improvement

Education

BA-Automotive Technology-California State University 1991Knowledge of industrial processes in woods, metals, plastics, Industrial Safety,and CAD/CAMAS-Mechanical Engineering-Riverside Community College 1989Knowledge of Mechanical Drafting, CAD-certified in Versacad

Professional Experience

Mile Auto Repair- (March 2007-December 2010)Independent Automotive Repair shop that provides superior services with retail and fleet customers.

Owner/OperatorChallenge: Diversify income stream-add fleet accounts, Add new marketing strategies-joined business networking group, and Chamber of Commerce, Utilize website for growing business through Google add words/keyword search groups.Responsibilities included running all aspect of an automotive repair shop. Thisincludes but is not limited to; fleet account prospecting and retention, retailbusiness growth and retention, service writing, up-selling jobs, parts ordering

and inventory of parts, shop equipment maintenance and repair, vendor relations,all aspects of marketing and database management.

Key Achievements:a Increased overall sales from $290,000 to $439,000 annually.a Within 6 months business ownership, added $80,000 of additional annual sales thru fleet business.a Joined Letip International (business networking group), and the Ahwatukee Foothills Chamber of Commerce to increase customer base as well as network for further growth of fleet accounts.


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a Decreased marketing costs by 33% due to customer retention, consistent referral business and website utilization.

Road Machinery- (April 2006-March 2007)Representing Komatsu as a dealer which is an international leader in construction and mining equipment with $1.2 billion dollars in sales and a worldwide marketpresence.

Parts Director-multiple locationsChallenge: Reduce inventory obsolescence, work with accounting to reduce outstanding receivables, create one policy and procedure manual that will mirror the corporate vision.Overall responsibilities were to oversee 6 heavy equipment parts departments inall areas of operations. Some of these areas included; sales performance, all functions of employee relations within the parts departments, as well as forecasting and budgeting for all branches. Additional responsibilities were the preparation and presentation of information regarding the performance of operations to upper management, as well as every aspect of inventory control which totaled over110 million dollars in inventory.

Key Achievements:a Worked with accounting to collect more than 1 million dollars in receivables,which in some cases was outstanding for more than 2 years.a Reviewed inventory and parts cores with branch parts managers regarding obsole

scence and inventory levels all within company guidelines.a Compiled information from branch managers and the manufacture, to create a company policy and procedure manual for all 6 branches.a Partnered with the Komatsu Parts Representative to work a deal for returning aged inventory at each branch location.a Initiated a partnership with the sales management team, which ultimately addedinventory to complement sales of heavy equipment purchases (before and after sale).

Ride Now Motorsports- (April 2005-April 2006)Largest motorsports group in the country with 22 locations and over 15 differentproduct lines.

Assistant Parts & Service Director-multiple locationsChallenge: Staff training in both parts and service, create a regimented audit system for store visits, and work with HR to improve the turnaround time for newhires.Previously accountable for 7 Harley-Davidson motorcycle parts and service departments. Reporting directly to the Vice President for Sales and Operations, I wasexpected to provide leadership, solve problems within each of the stores, and develop a strategic plan for future growth of the Harley-Davidson Dealerships within the Motorsports group. As a part of the strategic planning, I was involved inforecasting quarterly and yearly sales. These sales numbers were developed fromworking with leadership, store managers and composites from other stores. Combined sales for all stores were in excess of 38 million dollars a year in sales. Furthermore, I was directly involved in perpetual and yearly inventories for all

Harley-Davidson stores.

Key Achievements:a Worked closely with the service director to create a power point presentationwhich trained service writers and parts countermen using the latest and greatestsales techniques used in the motorcycle industry. Many of the techniques were based on Harley-Davidsons and General Motors experiences, as well as personal experience. We then held regular training seminars for current employees as well asnew incoming employees.a Managed monthly audits with seven parts and service departments which in turn


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increased service writersa performance by 50%. Procedure protocol, individual sales and technician performance was included in audits and all results were reviewed with department managers, general manager and forwarded to upper management.a Partnered with Human Resources and General Managers at each branch, which helped improve turnaround times for new hires.

General Motors Corporation- (April 2000-April 2005)Global leader in automotive manufacturing with $34.1 Billion in sales and a market presence in 120 countries.

Area Parts ManagerChallenge: Earn dealer trust to help grow parts department sales, increase saleswithin my assigned territories, and work with Parts Distribution Centers to increase level of service/damage control.Responsibilities were to develop business with General Motors dealers in a majormetropolitan area. Work jointly with the Area Service Representative to increase customer satisfaction, as well as create service promotions to increase customer retention and develop business in a local market area. Consulted with each dealer-owner to provide cost reduction strategies as well as look for ways to increases sales and gross profit. This was achieved by using ad-hoc reporting and other GM reports for comparison/performance guides. Furthermore, inform dealerson the latest marketing, policies and procedures, and administrative issues thatGeneral Motors has released.

Key Achievements:a Strategically planned and prioritized business objectives, which grew to a market area with over 34 million dollars in sales annually.a Earned 100% Dealer Satisfaction index for my market area in 2003.a Always plans, prioritizes, manages time, and meets deadlines according to my 2001, 2002, 2003, and 2004 evaluation.a Worked with Part Distribution Centers to provide the best level of service possible, as well as building a good working relationship with dealers as a liaison. This included; parts issues involving quality, back-orders, delivery routes, and anything involving distribution to the dealers in my market area. I also attended meetings at the PDC which kept me informed with the latest issues at the facility. Personnel from the PDC were also included at dealer meetings to further

grow our relationship within the individual dealers.

Patten Tractor and Equipment (Caterpillar Dealer) - January 1998-April 2000)Being a dealer representing Caterpillar, the business have been operating since1933, with 4 generations of history that provides full support in the construction equipment and power generation systems.

Technical CommunicatorChallenge: build a network of support at Caterpillar to help resolve product issues, improve product resolution turn-around time.

Primary responsibilities were to solve technical issues in our own service shopas well as in the field. Issues were resolved using many resources including; m

anuals, microfiche, and Caterpillar mainframe systems that accessed an information database. Some of the issues required working with Caterpillar engineers andmanufacturing/production personnel. Other issues involved special applicationmachinery used in the Metal Scrap/Material Waste Business, as well as quarry applications. Therefore, my position required coordination and organization to workeffectively with the manufacture as well as realizing the customers scheduled production times/expectations.

Shop Foreman On-Highway Truck Shop (February 1996-January 1998)Challenge: Increase technician moral due to previous situations, Increase techni


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cian productivity, and Increase sales.

The main responsibilities were to communicate repairs needed on large On-Highwaysemi-trucks, which lead to the eventual sale of the repair. Accountable for supervising technicians as well as maintaining daily shop activities, which included logging technicianas times to designate jobs for technicians, as well as developing customer quotes, and opening/finalizing work orders for customers.

Additional Experience in Previous Assignments/Positions

4 years of shipping/receiving-inbound/outbound, pricing analyst for 7 lines of product, safety & compliance, teacheras aide while attending college.

Additional Training

Management Leadership, Operating Report, Inventory Management, Fixed OperationsAnalysis-GM Common Training, Caterpillar-Technical Communicator Seminar, Basic Hydraulics, Caterpillar Hydraulic Hammers, Failure Analysis, Fluid Interpretation, MS-Word, Excel, Outlook, PPoint, AS 400 System, Reynolds & Reynolds, ADP, Industrial Safety.

operations or account executive or director or supply chain

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