Michael A. DeVoe

• Founded Attainable Housing Non-Profit.
• Developed and implementing a distinct approach to solve the affordable housing crisis.
• Represented the organization at community events and public forums to promote C2's mission.
• Partnered with state and local municipalities to provide Attainable Housing to residents of MI.
• Partnered with private institutions to raise capital for Attainable Housing.
• Partnered with local developers and contractors to rehabilitate properties for Attainable Housing.

• Company Overview: Tier 1 automotive supplier serving three major Detroit automotive manufacturers
• Responsible for strategy, operations, and acquisitions for $1.5B Tier 1 automotive supplier serving three major Detroit automotive manufacturers
• Hired to assist in diversification strategies and operational excellence
• Identified cost-saving measures and operational efficiencies which resulted in a 500% increase to EBITDA
• 95% reduction in scrap with annual savings of $10M
• Reduced 25 Indirect Labor heads with annual savings of $3M
• Reduced NCT's by 85% with annual savings of $4.5M
• Eliminated customer downtime by 90% with annual savings of $10M
• Reduced G&A with annual savings of $5M
• Implemented key performance indicators (KPIs) to track metrics by P&L lines on a weekly basis which tied to budget and previous year results
• Developed strategic partnership with the world's 35th largest utility company resulting in a 25% reduction of carbon emissions

• Company Overview: B2B/B2C publicly traded technology and fuel solutions company
• Responsible for Operations, Logistics, Human Resources, IT, Inside Sales, Marketing, Supply, and M&A of a B2B/B2C publicly traded technology and fuel solutions company
• Implemented margin management process increasing margins 31% within 2 months
• Launched DEF offering to existing customer base with annual revenue increase of 30%

• Company Overview: $3.1B fuel distribution and logistics company
• Responsible for Sales, Operations, Logistics, Business Intelligence, Third Party Logistics, Customer Service, Billing, and A/R of $3.1B fuel distribution and logistics company

Operational Excellence

• Developed and implemented initiative for Frac & Refueling (FRF) division to increase single operator sites to 75% from baseline of 20% with an annual impact of $2M
• 98% reduction in transport owner-operators with an annual impact of $2M
• Overall FRF costs decreased .38/gallon with an annual savings of $30M
• Increased delivery drops by 50% with an annual impact of $800K or a 175% increase in EBITDA for Mobile Fueling division
• Identified underutilized assets leading to the sale of ninety-two assets with a net cash impact of $1.6M and reduction in annual depreciation expense of $3M; fleet utilization increased by 27%
• Restructured Chemical division with an annual loss rate of $1M to a positive EBITDA of $200K
• Additional variable costs/gallon reduced by 32% with an annual impact of $5M
• Organizational Excellence
• Integrated 4 separate logistics organizations into single logistics platform with annual savings of $1.1M
• Developed and implemented KPIs and Standard Operating Procedures for all divisions
• Led entire 2021-2023 budget process
• Re-engineered weekly forecasting for company with a <1% variance to month end financials; previous variance of >20%
• Average days to bill decreased from 7 to 1 days or 86% which increased cashflow by 52%; cost per touch decreased by 40%
• Organic & Strategic Growth
• Successfully developed and implemented go to market strategy for Atlas CNG initiative
• Developed and implemented sales strategy for Atlas largest division, FRF, with 90%-unit utilization and an annual revenue increase of $30M
• Developed cross-selling/inside sales initiatives increasing sales by 30% for Mobile Fueling division
• Introduced margin management process for fuel and DEF with annual increase to EBITDA of $1.8M for Mobile Fueling division
• The margin initiative translated to an additional $21M in purchase price
• Increased sales of lubes division by 400% through strategic partnerships
• Negotiated new sales contract of 35M gallons for Refined Hauling division which increased profitability by 14%
• Implemented lost accounts tracking and re-selling, increasing sales by 15%
• YOY increase in Thanksgiving reefer fueling of 50% with an increase of $1M Gross Profit
• Increased YOY annual revenue by $1.7M or 50% through additional EFS contract negotiations
• Launched inside sales & marketing campaign
• With 47% increase in customers
• Led all B2C marketing and partner efforts including nation's only "Residential Fuel Assurance" program, increasing subscriptions by 26%

• Company Overview: propane company for northeast Florida
• Developed a go-to market/start-up propane company for northeast Florida
• Received the opportunity with Atlas Oil in the final stages of going to market

• Company Overview: northeast energy company consisting of 120K B2B/B2C customers with 65M retail gallons of propane and heating oil
• Responsible for sales, marketing, operations, logistics, human resources, and customer service of $200M northeast energy company consisting of 120K B2B/B2C customers with 65M retail gallons of propane and heating oil
• Operational Excellence
• Improved Cost Per Gallon (CPG) by .08 from 2011 to 2016 with annual EBITDA impact of $3.2M
• 15% increase in propane gallons from 2011 to 2016 with a 3% decrease in payroll
• Developed and implemented Standard Operating Procedures and KPIs for all divisions
• Reduced business units from 25 to 19 with annual operating savings of $2M
• Reduced delivery fleet by 25% and driver headcount by 15% with annual savings of $3M
• Increased on-time delivery percentage from 93% to 98%
• Decreased customer run out percentage from 5% to .03%
• Customer retention improved from 93% to 99%
• Organizational Excellence
• Led transition to a functional organization including customer service, maintenance, transportation, sales, and logistics departments; created New Hire Orientation program for organization
• Implemented industry standard training for all new employees (CTEP-HM/OSHA)
• Developed and implemented recurring monthly training for all customer service and sales professionals
• Re-engineered variable compensation goals for all exempt and non-exempt employees
• Successfully negotiated five union contracts with minimal increase to company and pro-company work rules
• Successfully negotiated benefits with providers having no increase to company or employees
• Organic & Strategic Growth
• Increased gross margin by 20% from 2011 to 2016 with annual EBITDA impact of $12M
• Created onboarding department for new customer company introduction
• Developed and implemented marketing solutions and tracking for new accounts, current accounts, and lost accounts which increased new accounts by 2,000 annually and improved customer retention from 93% to 98%
• Increased new accounts by 90% from 2011 to 2016
• Re-engineered customer service platform increasing first call resolution from 45% to 93%
• Created Transport division, in-sourcing all bulk transportation with annual savings of $1.5M
• In-sourced refurbishing of 1 million BBQ cylinders with annual savings of $6M
• M&A
• Successfully led acquisition of:
• $15M propane company Spring of 2012 with a customer loss <1%
• $12M propane company Summer of 2013 with a customer loss <1%
• $60M energy company Winter 2015 reducing HC by fifty-five and increasing EBITDA from ($900K) to $2M
• Safety
• Introduced EVP CRIT (Continuous Risk Improvement Teams) and other safety programs which reduced all claims (AL, WC, GL) by 90% or $1.75M annually
• WC Mod reduced 50% from 2011 to 2016
• Introduced Safety Audit program for all field service technicians
• From 2011 to 2016, EBITDA increased 250% and shareholders' equity increased 450%

• Vice President of Operations
• Regional Vice President of Operations
• Director of Operations

• Regional P&D and Assistant Terminal Manager
• City Operations Manager
• Dock Supervisor
• Project Manager

• Supervisor

• Dock Worker