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com/in/jwarnock OBJECTIVE
Management position in growth oriented organization leveraging my business acumen and skills in Operations Management, Acquisition Integration Management, Franchise Management, Process Improvements and Tools in order to: lead teams to exceed business goals for growth and to maximize profitability and performance while gaining market share; pre-plan activities to identify potential acquired talent for functional skills and compatibility while developing programs/systems to ensure smooth transition and gain competitive advantage; direct market development and focus on brand integrity and quality to build brand power in marketplace; employ best practices and benchmarking to prevent/resolve issues, elevate productivity and enhance effectiveness.
QUALIFICATIONS
Operations Management/P&L Acquisition Integration Mgmt. Business/Market Growth Lead/Motivate/Mentor/Train Organization Development Multi-Site/Unit Management Global Franchise Management Brand Awareness/Integrity Customer Relationship Mgmt. Turnaround Management Program Development/Mgmt. Market Feasibility/Sales Mgmt. Process Improvements/Tools Revenue/Profit Optimization Inventory/Fleet Management Business Transformation Strategic/Business Planning Best Practices/Benchmarking
EXPERIENCE
Regional Director, Franchise Operations Driven Brands (MAACO Franchising) Regional Field Manager Enterprise Holdings (EHI) Regional City Manager, GA, TX City Training Manager, GA City Manager, SC, NC ANC Rental Corporation City Manager, GA, SC Alamo Rent-A-Car Airport Manager, FL Avis Rent-A-Car 2012
2002 - 2011
Franchise Management
Oversaw 350 franchise operations for 2 brands in US, Canada and Latin America. Initiated corporate brand integrity/quality assurance standards; aligned and revised corporate standards for delivering brand promise to customers; rolled out to franchise locations; collaborated with peers to evaluate/write new operational guidelines and policies to protect corporate exposure, clarify grey areas and address processes not considered or contemplated by prior versions; led new operational system implementation; traveled to 200+ locations to oversee conversion to single IT platform; wrote training standards and trained trainers; enhanced sales and franchise partnerships. Results: All locations achieved 100% on quality audits within 6 months; standardized policies and execution; saved $20.4 million by consolidating systems; improved operational capabilities; improved accounts from 20 to 50 for franchisees. Orchestrated change to standardize/elevate disparate operating styles among 55+ Latin American franchise groups to align with corporate business model. Took over after transfer of leadership from sales group; assessed needs, business practices, brand management, adherence to payment schedules in licensing agreements; forged relationships with owners; provided support and training; introduced brand standards. Results: Turned around underperforming businesses to current model; brought back brand integrity and payments into compliance; increased corporate revenue by $10 million. Spearheaded/Developed sales training programs for North and South American franchise locations. Built upon corporate training model re-tooling to optimize criteria/strengths, e.g. size, market, competitive position, product availbility based on locations; trained/coached owners,managment,and front line personnel on incremental sales, counter behaviors, customer service, pricing/ bidding strateiges and POS systems; reviewed effectiveness 90-120 days out. Results: Yielded increase of $ 8 million annually. Initiated dialog with corporate to co-develop oneway fleet tools and strategies. Understood issue of high costs to franchises and corporate after vehicle moved out of franchise territories; recognized need to develop mechanism to track movement and develop least expensive routes to return vehicles to destination origin; created tracking reports and database capture and plan routes and identify target customers travelling in home base direction. Results: Saved corporate on average $6+ million annually and franchises millions of dollars.
Process Improvements/Tools
Created/Implemented incremental sales tool for $1 billion company. Solicited input from top performing sales representatives; identified 12 key performance indicators and best practices; developed methodology and tools; distilled to 6 step process;created training modules; rolled out to field. Results: Enhanced sales performance; process still in use by all EHI companies. Rolled out yield management tools to to key franchisee groups. Worked with revenue management and information management departments to create portal for franchisee access; provided systems and analytical tools for capturing hsitorical data, trending, pricing, reservation billing, viewing competitive snapshots; devloped training module; conducted workshops on gaining access, how to maximize tools and how to report; led follow up sessions to reinforce learning and avoid unnecessary support. Results: Enabled franchisees to better manage revenue and optimize pricing and opportunity. Redesigned service process model. Analyzed staffing history compared to volume; revised scheduling and site responsibilities for 250+ associates based on peak hours and forecasted traffic; discovered redundancies in staffing causing inventory production deficit; developed new production matrix; consolidated processes; led team in improving quality assurance. Results: Improved productivity 15%; reversed failing quality score to average of 96% .