Kevin Shiell

• Led a multi-branch MSA to achieve record growth by optimizing operational processes, with the lowest turnover, highest engagement scores, highest safety scores, and highest equipment utilization in the company.
• Increased operational revenue by over 400% and operational net income by 565%.
• Implemented the "Make Safety Personal" initiative, resulting in the only branch with no at-fault auto accidents or OSHA recordables.
• Implemented a new "Fleet Demand Balancing" project, which was adopted company-wide.
• Increased the branch dealer rating from 1 star to the only 4-star branch company-wide.
• Increased customer service score from -20 to +67.
• Oversaw the complete renovation of the Miami branch and the design of a new branch for West Palm Beach after presenting the plan to the Executive Team, receiving approval and capex funds, to add an additional branch to increase market penetration.

Managed a $28M operation with over 100 employees.

• KPI Improvements Year Over Year: Rental Dollars per Head: +14%. Revenue: +17%. ROI: +3%. Fleet on Rent: +34%. Net Utilization: +19%. Overtime: -22%
• Developed and implemented new operations and sales processes to increase efficiencies.
• Developed and implemented a new, inclusive safety training program, reduced OSHA recordables year over year, and increased all safety KPIs year over year.
• Redefined communication processes, implemented employee surveys, and one-on-one meetings with department heads to improve operations, target current business conditions, and forecast needs.
• Reduced financial inconsistencies while assessing and verifying billing invoices, and expense reports.

Branch Manager for largest/most complex branch in the southeast U.S. serving all of south Florida, including the Florida Keys. The Miami branch was the only location to complete demolitions/frame-up refurbishments, due to strict local structural requirements, as the company centralized all other branches' refurbishments. Oversaw major capex demolition projects to optimize overall fleet value and reduce our real estate/facility liabilities. Manage a $12M budget, including P&L, forecasting, JEs, accruals, reversals, and capital expenditures. Maintained NPS customer service score in the top 10th percentile.

• Modernized and improved operational procedures to increase efficiency and profitability while tightly controlling costs, such as inventory, and preventing waste.
• Directed Operations staff and vendor headcount of 80 in the operational development of the service network, including the implementation of quality requirements and operating standards.
• Reduced average contract expenses through aggressive negotiations and standardized pricing with vendors.
• Partnered with vendors and suppliers to effectively manage my strategic plan for over $26 million in assets.

Retained full accountability for all ancillary locations nationwide equaling $22M. Manage the business sales and operations of multiple retail and service locations in 18 different U.S. markets. Define and develop key performance indicators (KPIs) and service level agreements (SLAs). Prepare budgets, create and measure metrics, organize feedback to managers, and implement business plans to keep operational processes functioning. Compose standard operating procedures (SOPs) for each location. Preserve strong pipelines of communication with customers while initiating monthly and quarterly presentations to outline business performance. Visit each market to assess performance against metrics.

• Create proformas, conduct risk assessments, source suppliers, negotiate operating agreements, and train staff on startup operations
• Increased revenue 35% to enable the company to divert a portion into a capex funding account
• Implemented new safety program and facilitated training company-wide

Remained liable for P&L for nine locations in three markets equaling $38M, as well as the operational and financial development initiatives of operations (budgets, financial reviews, location reforecasting, and service contract negotiations). Supervised several parking space properties, including 4,000+ spaces serving four office towers, retail stores, bars, restaurants, two condominium towers, and a luxury hotel. Granted approval for new tenant leases' parking sections before giving the final approval from the Legal Department.

• Continuously exercised forward-thinking capabilities to preserve positive sales and profit growth during an economic period that caused building occupancy levels to decrease dramatically
• Presented and gained approbation for a proposal to the client's asset management group to implement four projects that increased property value by $3M
• Augmented mystery shopper scores from 65% to 94.8% by creating and administering training programs for new and existing staff to optimize customer service and interpersonal skills

Supported the development in sales and profits each year by governing multiple units and locations, including print centers, ship centers, and a commercial production center that served North America.

• Reduced payroll by $120K, as well as turnover from 42% to 24% by conducting infrastructure reorganization without compromising jobs
• Guided and coached the staff to optimize productivity levels, which proved to boost customer service metrics to 95.8% and on time performance to 97%
• Authored the Clean & Bright campaign to enhance the center's presentation, which later became integrated into other centers worldwide

Orchestrated the daily operations of nine properties and parking facilities equaling $31M by coaching and supervising five managers in each assigned property. Oversaw the efficiency of all business transactions and ensured transactions were compliant with the guidelines of Sarbanes Oxley. Performed monthly financial and operational performance analysis to gain insight for presentations with clients.