Peter D. Meyer Resume...
PETER D. MEYER
[email protected] http://www.linkedin.com/in/peterdmeyer
5290 Glenharbor Lane, Mechanicsville, Virginia 23111
804-787-4332
VP FACILITIES MANAGEMENT Facilities-Maintenance-Capital Construction-Project Management/ Planning Experience Leading Change/ Collaborator/ Budget Expert/ Regulatory Compliance/ Results Driven Strategic Financial-Human Capital-Technology Development & Management Leading People Best in Class Team Building/ Legendary Customer Service/ Influencer I’ve developed and implemented world-class facilities, maintenance, capital, project, and operations management programs in tandem with over performing teams that cut costs, generated revenue and improved quality in high volume industries. I have optimized pricing and profit margins directly impacting bottom-line results. My key skills include: Build coalitions and relationships internally/externally to achieve common goals Strategic change agent internally/externally exceeding organizational goals Implement an organizational vision in a continuously changing environment Decision making producing high quality results by applying technical knowledge, analyzing problems, and calculating risks Instituting rigorous facilities, repair/maintenance, construction, dispatch/service and project management standards for optimum productivity/profitability Managing large, multi-site operations and budgets over $350M Building, leading and motivating teams to outperform corporate/customer objectives
I am known for my leadership, work ethic, integrity and ability to positively impact tactical/strategic growth in both declining and expanding economic environments.
Selected Accomplishments Cohesive integration of the regional maintenance and construction services team. Riverstone Residential had 5 directors covering a National footprint operating independently. Implemented rigorous National standards, policies, processes, and established accountable reporting systems that reduced operating costs 5% and increased profitability 10%. Reengineered the dispatch/service technician team, accounting, and IT departments. Eagle Energy Solutions was experiencing a death spiral of inefficient, unprofitable, and poor customer service results. Simultaneously addressed all deficiencies and turned over day to day operations back to owner/operator with 50% increase dispatch/service productivity, 25% cost procurement improvement, and 25% increase in service ticket revenue/profitability. Increased profitability and productivity of the service technician operations. Jones and Frank had 12 regional service branches operating independently. Implemented regularly scheduled financial reviews. Created and instituted performance reviews for greater technician productivity and accountability. Increased bottom line profitability 5% and reduced operating costs 10%. Developed new service tracking system. Upon joining Jones and Frank as VP of Services, quickly identified, developed, and implemented automated technician work order tracking system from cradle to grave. Saved 15% in labor costs, improved receivables 15%, and increased customer service 20%. Reduced maintenance costs. Fas Mart & Shore Stop Total cost of maintenance was meeting or exceeding industry benchmarks. Eliminated contract maintenance programs and negotiated time/materials cost program with 3rd party vendors. Instituted dispatch software management system. Cut costs 25% < industry standards. Integrated 150 sites seamlessly. With three acquisitions over two years, Fas Mart & Shore Stop’s locations increased by 150 sites. Upgraded equipment, software, POS systems, and re-imaged facilities into corporate platforms. Integrated all sites in record time/budget. Rated Best in Class by each oil company’s brand standards.
Peter D. Meyer – Page 2 Instituted environmental compliance training program. Fas Mart & Shore Stop stores and dealer level environmental compliance/remediation results were below average. Implemented training program for all operators and management in six states focusing on environmental Best Practices. Program recognized as “Best in Class.” Optimized pricing & profit margins. Multiple acquisitions for Fas Mart & Shore Stop’s required a major overhaul of business. Co-created competitive fuel pricing system. Eliminated internal fuel transport system. Improved total fuel pricing margin with an industry leading 11.5 cent per gallon and increased fuel sales 10%+ YOY for two years. Installed aggressive fuel inventory controls. Fas Mart & Shore Stop’s fuel inventory controls were costing $2M+ per year of "silent shrink," resulting in fuel inventory paper losses. Switched to fully automated controls, utilizing automatic tank gage (ATG) technology along with major upgrades and process changes to 300+ stores in one year. Eliminated losses $1.5M/year. Lowered procurement costs. Fas Mart & Shore Stop’s Procurement of services, products, and equipment was not producing the lowest cost, balanced with the appropriate quality standards. Assessed situation, Created new position and trained new Procurement Manager, saving $2M in less than six months. Turned around struggling operation. Upon joining Family Express, inherited an operation that was severely underperforming in sales and profitability. Streamlined operation, realigned management roles, and set new goals. Developed a labor-modeling program, cutting labor costs 25% while increasing productivity and sales in six months. Reduced cash & inventory shrink dramatically. Family Express’ cash and inventory results were below top quartile of industry benchmarks. Created automated cash management system that reduced cash shrink to
