1. Andrew F. Wimmer
1824 Tremont Rd • Upper Arlington, Ohio 43212
H: (614)486-6667 C: (614) 506-1330 E: andywimmer@sbcglobal.net
ACCOUNT / OPERATIONS MANAGEMENT | TERRITORY MANAGEMENT
Industrial, Commercial, Construction
Account and Operations Management professional with history of serving construction, industrial and
commercial market segments, offers more than one decade of experience, backed by proven sales expertise.
Background includes growing business by 433% to $80,000 in annual sales, managing retail restaurant
operations with 45 staff and annual sales of $3 million, and participating in growth of units by 600% to 21
locations. Profit achievements entail producing record-setting sales increase of 55% with 12% cost reductions in
1st quarter, and generating 42% increase while lowering costs 11% in second. Achieved 28% sales closing ratio
at almost twice national average of 28%, attaining production numbers at 75%+ on gross margin per sale.
Most recent experience encompasses leveraging gold-medal experience as college rowing champion at The
Ohio State University and Pennsylvania Athletic Club to coach Upper Arlington high school’s girl’s rowing team.
Accomplishments include leading team to 11th place finish at national championship – as one of top 12 teams in
U.S. – being recognized as highest placing high school team, earning 5th/6th place finishes over tenure.
Expertise & Strengths
• P&L Responsibility
• Startup/Turnaround
• Solution Selling
• Expense Control
• Management
• Strategic Planning
• Cold Calling/Telemarketing
• Budgeting & Cost Analysis
• Financial Statements
• Inventory Management
• Sales/Marketing
• Recruiting/Staffing
• Training & Development
• Customer Service
• Relationship Building
Professional Experience
UPPER ARLINGTON HIGH SCHOOL, Upper Arlington, Ohio, (2015– Present) (June 2005– May 2011)
Public high school with student population of over 1700 located in affluent community of Upper Arlington and
ranked 20th in state for high school education.
HEAD ROWING COACH (2005 – 2011, 2015)
Directed all aspects of girl’s rowing team – placing 11th at national championships, as one of top 12 teams
in U.S. – consisting of 43 athletes and three assistant coaches. Organized practice and competitive schedules,
devising workout strategies to maximize performance and minimize injuries. Created related technique trainings
to maximize efficiency and speed, identifying opportunities for increased performance, and training and
organizing assistant coaches.
Prepared expense and other reports on team needs after fixing and repairing equipment, serving as liaison
to board of directors. Communicated with parents and students via daily blog, and provided motivation, direction,
guidance and support to students during practice and at competitions.
On daily basis, prepared for practices by creating lines ups, tweaking and adjusting workout plans, and
organizing alternative workouts when bad weather occurred. During practice, touched base with assistant
coaches, leading stretches, announcing lineups, and creating alternative workouts for those not in boats.
Provided feedback on techniques and efforts to ensure practice objectives were met. Following practice, led final
stretches, summarizing what had been learned and how to incorporate new items into next day’s practice.
• Most noteworthy career accomplishments include: 11th place at US Rowing Youth Nationals, earning
recognition as highest placing high school team. Scholastic national results: 5th place girls junior 8+
(2011), 6th place girls lightweight 8+ (2010), and 5th place girls varsity 4+ (2009).
• Saved team $17,000 annually, by implementing recommendations to reduce maintenance costs and full
season of travel expenses, after conferring with board of directors to advise members on best opportunities
for savings and cost reductions.
• Over tenure, coached many athletes and boats which qualified for National Championships, becoming one
of consistently highest placing public schools in both scholastic and club racing. Sourced talent from smaller
school with fewer athletes, frequently comprised of smaller competitors than teams competed against.

2. Andrew F. Wimmer Résumé Page 2
CONCRETE EXPRESSIONS, Hilliard, Ohio (2004 – 2008)
Start-up design and concrete fabrication firm serving central Ohio residential homeowner clientele and generating
just under $100,000 in annual revenues.
OWNER
Directed entirety of business operations, with accountability for firm’s profit & loss, marketing/sales,
accounting and billing functions. Responsibile for core logistics, purchasing, and inventory management
activities. Acted in management capacity by overseeing website development direction, cold calling and design
presentation to prospective clients, and installation and maintenance of jobs.
• Grew annual revenues from $15,000 to $80,000 or by 433% during tenure, originating business with
only $500 in seed capital, moving business into 1,200 square foot facility to accommodate growth, shortly
after opening.
• Became concrete countertop expert, by successfully taking and receiving certificates of completion for
countertops 101, countertops 202, and fiber optics courses at concrete countertop institute.
• Engaged in such hands-on tasks as planning jobs, formulating templates and designs, and fabricating
forms and rebar cages. Ensured proper mixture of concrete to suit project needs and aesthetics, polishing
countertops and transporting to residential job sites.
MAX & ERMA’S, Hilliard, Ohio (2003 – 2004)
Columbus based restaurant chain providing high quality, freshly-produced food in casual service environment, with
about 100 total units across Midwest.
ASSISTANT MANAGER
Direct retail restaurant operation generating up to $3 million annually in sales and managing as many as
35 associates per shift. Oversight responsibilities for back-of-house kitchen functions, including managing
food costs, production schedules, and ordering inventory. Recruited, interviewed, hired, trained and manage
staff.
Duties entailed consulting with previous shift’s management staff, reviewing manager notes from previous
days, and inspecting restaurant for cleanliness and appearance. Verified inventory stock, assessing
production and wait staff coverage as well as preparing assignments. Conducted final thorough line check
to ensure that all food on hand remained at proper temperature and met quality expectations.
• Led briefings with staff members after individuals arrived to begin shift, communicating what needed
to be done and what to expect for shift. Prepared personnel for special projects or cleaning assignments
needing completion prior to clocking out for shift.
• Monitored food and service quality, ensuring that patrons were seated and received food after ordering in
timely manner. Maintained proper stock and inventory of food, overseeing kitchen stations and food
preparation process.
• At shift end, closed out restaurant, returning it to clean and well-stocked level ready to handle following
shift. Cashed out all servers and inspected all closing responsibilities to verify that duties were
performed to proper high-quality standards.
GERMAIN LEXUS OF EASTON, Columbus, Ohio (2003)
Opening for business in 1989 with goal of achieving 100% customer retention with superior service, organization is
full-service Lexus dealership, offering new and used models, with complete auto service center.
SALES & LEASING SPECIALIST
Successfully sold portfolio of luxury sedans, sports cars, SUVs, and crossovers, by engaging potential clients
and closing deals in highly-competitive, price-conscious industry on straight commission payout basis.
• Demonstrated exceptionally high prospect to buyer conversions, with 28% closing ratio at 15%
above national average. Established needs-based relationship with client, gaining understanding of vehicle
desired by prospect, and demonstrating features and benefits of product via test drives.
• Generated production at 75% and above on gross margin per vehicle, at time when market average
approached only 20%, chiefly by building strong client relationships based upon identifying client goals and
ensuring those ends were consistently achieved.
• Negotiated total vehicle price and value of trade-in, analyzing client income in order to close financial
deals. Finalized sales contracts and prepared vehicles for delivery, conducting ongoing follow-up campaign
in order to assure customer satisfaction.

3. Andrew F. Wimmer Résumé Page 3
CITY BARBEQUE, Dublin, Ohio (1999 – 2003)
Award-winning local barbeque joint opened in 1999 dedicated to honoring quality, generations of tradition, and
true service without compromise.
GENERAL MANAGER
Originally hired as assistant manager prior to initial restaurant opening, subsequently promoted to General
Manager of second location in Gahanna, charged with transforming existing kitchen and commissary into
full-service casual restaurant.
Oversaw and directed dining room construction, recruiting, hiring, and training staff to serve clientele
while maintaining production responsibilities of producing food for second restaurant and catering service.
Provided products without substantially increasing costs in both labor and other controlled costs.
Accountable for each restaurant unit’s profit & loss and weekly sales goals as well as up to 45 total direct-
report employees, on daily basis reviewed each unit’s plan against budget.
As manager of small start-up enterprise, immersed self in acquiring and educating staff on foodservice
knowledge and safe food handling skills, identifying leaders within business, and helping staff grow into
new positions. Shortly after leaving company, realized that four management employees were promoted to
general manager positions within company, testifying to exceptional leadership and training of staff.
• Opened 2nd and 3rd location; improved sales, profits, and customer loyalty for all stores under authority,
earning bonus at 20% above base salary for superior results.
• Consistently surpassed budget expectations with record-setting 55% increase in sales and 12%
reduction in costs in 1st quarter, growing sales 42% while lowering costs 11% in 2nd quarter.
• Achieved unheard of employee turnover rate of 25% – in industry which regularly experienced 300% –
by utilizing exceptional team building, training, and communication skills.
• Based upon performance – which included operating each unit at or near labor cost of 15% – promoted
to General Manager role at third restaurant, largest in chain, hiring and training over 40 staff prior to
grand opening.
• Organized and planned production of several thousands of pounds of meat – amounting to 500 briskets
for two-day event – for festival with total capacity serving in excess of 2000 patrons.
• Directed company’s catering production – with ability to feed up to 5,000 individuals – managing
organization’s main kitchen. Supervised production of uncooked product for all chain restaurants,
systemizing process in order to accommodate orders while minimizing product and labor costs.
• Personally started company leadership program with employee book club; subsequently encouraged
staff to implement concepts at restaurant, motivating staff to accept increasingly greater responsibilities.
EDUCATION
B.S. IN HOSPITALITY MANAGEMENT, COLLEGE OF HUMAN ECOLOGY
The Ohio State University (2000)
The Ohio State University Rower (1995 – 2000)
2nd place finish, National “Champions Regatta” Championship (1997)
Team Captain, Gold Medal, Head of the Hooch
AFFILIATIONS
Director, Buckeye Rowing Alumni Association, Columbus, Ohio (2002 – 2004)
Led annual fundraising event, raising 35% of annual organizational budget, purchasing and delivering $22,000
racing shell representing 92% of annual budget. Served as chair of coaching & performance standards
committee, and as member of social & event planning committees.
Sports Car Racing Winner of Mid-Ohio and Road America Events (2014)
Crowned as Regional Class Champion (2014)