Experience

• 

  Vital Payroll Advisors

  • Chief Revenue Officer

    • 2017 - Present

    We are a full service employee administration and human resources services company that helps small businesses run more efficiently. It’s my pleasure to work with and lead the most talented and creative HR professionals in our industry while collaborating with key customers and business partners each and every day. Vital Payroll Advisors main focus is our ability to deliver tremendous value to our small business clients and customers. In my role as a brand ambassador, I engage directly with customers across all business sectors to ensure each customer receives the very best services, precisely aligned with their business needs.Notable areas of expertise include: payroll, tax compliance, risk management, HR compliance and benefit administration. We offer full or a-la-carte services with transparent billing and we never charge additional fees for assistance as our specialized deliverables feature all-inclusive fixed pricing.

• 

  Vital Viewpoint Advisors

  • General Manager & Executive Consultant

    • Sep 2007 - Present

    A client who sells expensive and large items to major companies, and to the government, hired Vital Viewpoint to overcome a challenge. Their business model was suffering, they were losing money, they knew they had employee issues, and they needed a person with the “eyes of a CEO” to identify the problem and advise them on possible solutions. My first step was to arrive on site and perform initial due diligence on three of their business categories, Revenue, Tracking and Delivery as well as the umbrella category of Human Resources. Revenue was great, met expectations and sales targets. So that wasn’t the problem. Accounting, banking relationships, bookkeeping were all in tip-top shape. After much conversation with all employees, while performing a S.W.O.T. analysis we discovered an area of concern. We identified a gap on the production floor and delivery of the products out of the door. Production was not flowing properly and late shipping was commonplace. We discovered a “qualified” production manager was lacking. They were relying on a loyal employee who had been there for years, who had been promoted to production manager, without the needed expertise. I suggested they hire a qualified production manager and reassign the current “production manager” to a different role where he could be proficient and happy as well. I also, suggested 3 firings and 2 other position changes. They asked me to spearhead the search and hiring of a production manager and they took ownership of the termination and employee movement duties. The candidate was hired and the company is now meeting all targets. The qualified production manager instituted new policies, procedures and a new production management system which resolved their challenges.

• 

  Air-express

  • Founder & Owner

    • 1985 - 2005

    In the early Air-express days I utilized my “method of doing business” while growing organically. At this early point in my career, I had “fire in the belly” to grow Air-express. We performed due diligence to determine customers’ needs and identify our competitive edge. Large convenience store chains dealing with 3/4 vendors servicing their locations. Different contracts; rates; maintenance routines, if any routine at all; commission checks, in different ways, periods; handmade checks; non-computerized reports on a monthly, bi-weekly or quarterly basis. It was a mixed bag! We created the “Power of One” sales deck! Customers would always have ONE contact, contract, commission report, commission check and operator! Customers loved our unique process, integrity and scalability!We determined the timing was right to aggressively grow nationwide. We set s challenging goal of 10,000 units by the year 2000. Our team created key milestones with rewards. Our new uniforms emblazoned ”10,000 x 2000”. Our literature reflected the same messaging, vision and mission. Everyone was on the same page. The next phase was “Acquisition”! Acquiring other “air dealers” nationwide was an amazing feat. Acquisitions soon totaled 46 companies in 16 cities nationally. We had a distraction along with way with a major prospect pitching inside machines which would dispense stamps, video games, sticker machines, condom machines, pre-paid phone card machines, pinball machines and much more. It was very tempting but, we said no because our concept was to “have and to sell NO inventory”. We only wanted to sell air. If we had said yes our mission would have been compromised as we wanted to focus on one business model. As luck would have it, they called back and asked if we would partner with another company that offered only “inside vending” and we would own our Air-express concept. Of course, we said yes and we did reach our goal and even scaled it to 12,000+ units.