Career Timeline

Mar 2026 – Oct 2026

Executive Vice President

About 30 managers and staff (excluding drivers) | Nine states | Divisions with $1B+ in annual revenue

• Led about 30 managers and staff across nine states (TX, NM, OK, LA, WY, ND, UT, CO, MT) in fleet operations, pricing, HR, vendors, and billing. Took on five more people and another yard at promotion.
• Grew Oils & Lubes revenue to $3.8M a month, 137% over the full tenure from a $1.6M start (about a $45M+ annual run rate). Added five drivers and three trucks to keep pace.
• Integrated a second acquisition, about one-third Rolfson's size, on schedule: owned systems integration, shut down overlapping software, and evaluated 23 staff.
• Core lead on the company-wide NetSuite implementation across sales, purchasing, AP, AR, and payroll, chosen for knowing operations end to end.
• Led the FleetPanda rollout, unifying dispatch and delivery ticketing on one platform for a simpler process and better visibility (in progress at exit).
• Moved the Rentals business from Point of Rental to a custom Odoo build and oversaw development and rollout, cutting software cost from $6K to under $1K a month (80%+, $60K+ a year).
• Restructured Transport and Oils & Lubes dispatch, matching people to roles that fit their strengths and expanding coverage for a fast-moving business.
• Planned and led a reduction in force: built the plan, evaluated all personnel, made the staffing decisions, and absorbed added work during the transition.
• Extended Oils & Lubes KPIs and reporting to the Transport and LTL divisions.
• Scaled Power Automate to 30+ workflows across AP, AR, sales, logistics, and dispatch.
• Built custom Samsara automations for DOT hours-of-service compliance, violation alerts, and driver efficiency, giving managers real-time visibility across the fleet.
• Built division budgets with the CFO, forecasting assets, headcount, and expenses from the Chief Revenue Officer's sales forecast.
• Partnered with the Chief Revenue Officer to align pricing with logistics cost, and challenged sales pricing that fell below delivery cost.

Mar 2025 – Mar 2026

Vice President of Operations

Fuel and Oils & Lubes divisions | Full P&L and budget ownership

• Led the Fuel and Oils & Lubes divisions with full P&L and budget ownership. Dispatch managers, dispatchers, terminal managers, and drivers reported up through the role. Cut costs while growing revenue.
• Integrated Rolfson's first-ever acquisition, about one-third its size, on schedule. Owned ERP implementation, AR processes, dispatch, and management team integration, and evaluated 34 staff. With no prior acquisitions at the company, all preparation was built from scratch.
• Raised Oils & Lubes gross margin from under 28% to 33% through leaner internal product movement and criteria-based customer discounts that saved more than they cost.
• Automated open-invoice and open-ticket processing with the AR team in Power Automate: 1,000+ invoices a week that took 5 to 8 minutes each by hand now run in the background, saving 83+ staff hours a week (about two full-time positions) with better accuracy.
• Bridged sales and operations: fewer missed deliveries, better on-time and late-delivery communication, better reporting, and faster volume and price matching.
• Built driver workforce analytics: turnover analysis, rotation scheduling models with headcount projections, and Power BI driver efficiency reporting.
• Cut internal and operations staff turnover (excluding drivers) by 20%.

Sep 2024 – Mar 2025

Oils & Lubes Operations Manager

Oils & Lubes division operations

• Grew monthly revenue 50%, from $1.6M to $2.4M (about $9.6M annualized), with the same corporate team and minimal driver additions.
• Rebuilt truck routing and reviewed every staff role and daily workflow to remove pain points, so a largely unchanged driver pool absorbed the added volume.
• Built a delivery ticketing process that verified deliveries against remote telemetry, matching billing to what was actually delivered.
• Set up inventory tracking across six yards and wrote the onboarding SOP for remote-monitored customer equipment.

2023 – 2024

Power & HVAC Territory Manager

Electrical, mechanical, pipeline, and utility customers

• Grew territory revenue 61% and added 16 new accounts in a territory that had never had a dedicated manager, against competitors established there for years.
• Won customers away from entrenched competitors through persistent cold calling and in-person visits to offices, job sites, and projects.
• Quoted, negotiated, and closed Power & HVAC rental contracts for generators, chillers, heaters, and power distribution systems.
• Designed custom KPI reports in Salesforce to manage projects, follow-ups, and the territory, and shared them with other territory managers and the branch manager.
• Used construction intelligence platforms (Rouse, Industrial Info, ConstructConnect, and Dodge) to find projects, build the prospect pipeline, and grow market share.
• Coordinated with branch operations on equipment availability, procurement, and fleet status to fulfill territory contracts.

2022 – 2023

Power Systems Segment Manager

Indiana and Michigan branches

• Led the Power Systems segment across Indiana and Michigan branches, training Alta's rental team on the power market to grow the segment.
• Met with current and new customers to design solutions for their power needs, then quoted, negotiated, and closed the contracts.
• Managed rental procurement with the Indiana and Michigan branches: kept equipment rent-ready, monitored down units, and worked with manufacturers on backordered parts.
• Built Power BI KPI dashboards and reports to track and grow the segment.
• Set up sales training so the team could accurately sell and quote power jobs.

2021 – 2022

Sr. Equipment Rental Specialist, Power & HVAC

• Quoted, negotiated, and closed Power & HVAC rental contracts with target customers.
• Managed rental procurement daily so the branch had the equipment to fulfill every upcoming contract.
• Served as Interim Service Manager while the branch had none: dispatched technicians, diagnosed customer issues, and learned every part of the job to make the service team more efficient and raise customer satisfaction. Continued training with the branch's service manager afterward.
• Built a positive team atmosphere and followed through on customer requirements to drive retention.

2015 – 2020

Co-Owner / Operator

3 to 25 employees | Seven sales channels

• Grew revenue from $950K in 2015 to $6.5M in 2016, $22.5M in 2017, and $29M in 2018, while maintaining strong gross and net profit.
• Scaled the team from 3 to 25 employees in three years: wrote the business plans, hired the staff, developed the marketing strategy, and found new business opportunities.
• Built an online store for the automotive diesel market and sold through Dieselops.com, Amazon, eBay, Pricefall, Jet, a walk-in retail storefront, and a B2B dealer network.
• Ran the business on a set operating rhythm: weekly company meetings, weekly department head meetings, and monthly, quarterly, and annual goals for every department and individual.
• Built a culture of accountability across all 25 employees.
• Oversaw inventory, order processing, and fulfillment as volume scaled.

2017 – 2019

Co-Owner / Operator

• Built a B2B ordering portal with live pricing, inventory, and catalog data for retailers and distributors nationwide.
• Built and managed software that fed product listings to e-commerce platforms and internal product catalogs.
• Traveled to prospective dealers and distributors to demonstrate the product line and propose strategic product placement.
• Developed a nationwide network of retailers and distributors to carry and promote the products.
• Managed products end to end: development, manufacturing, marketing, retail branding, and packaging.

2009 – 2015

Co-Owner / Operator

262 dealers | Independent sales representatives

• Grew revenue from $0 to $900K+ at a 64% gross margin and 28% net profit before selling the business.
• Built the brand's U.S. B2B network from scratch to 262 dealers nationwide, at an $88 average item price.
• Managed independent sales representatives nationwide: supplied product and samples, rode along on visits to their core dealers, and built a tiered commission plan for eight reps.
• Ran co-op marketing, in-person product demonstrations, and virtual training for reps and dealers.
• Visited key accounts regularly, cold called prospective dealers, and demonstrated products directly to customers.

2008 – 2015

General Manager

Staff of 22 | 60,000+ SKUs

• Led a team of 22 through record growth, from $8M to $21M+ in annual revenue (2008 to 2014).
• Researched, selected, and implemented NetSuite (accounting, CRM, and ERP) in three months instead of the planned six; cut order processing time 65%, raised picking accuracy to 98%, and raised customer retention 20%.
• Built shipping rate comparison software across USPS, FedEx, and UPS, cutting shipping cost 34% and saving $200K+.
• Researched and set up affordable health care coverage for all employees.
• Wrote the code of conduct, hiring and termination process, and training for every department.
• Managed 60,000+ motorcycle gear SKUs, including inventory, pricing, and supplier lead times.

2007 – 2008

Sales Manager

Three-person team | $4.2M in revenue

• Led a three-person sales team responsible for $4.2M in revenue.
• Raised gross profit margin 2.3% and average order value from $199.26 to $226.
• Developed the sales strategy for associates and ran quarterly training seminars with current and new vendors.
• Built a sales training and shadowing program that cut new-associate training time by 3+ weeks.

2006 – 2007

Sales Associate

• Top-producing sales associate: set a company record of $126K in monthly sales, 37% above the previous record.
• Set a new rolling 12-month sales record of $1.049M, beating the previous record of $820K.
• Raised average order value from $199.26 to $243.
• Sold across 60,000+ motorcycle gear products (protection, hard parts, and soft goods) and coordinated with distributors on fast shipping and accurate lead times.