1. Chad Wehner
1401 S State Street, Chicago, IL 60605
(415) 225-0842; e-mail: chadwehner@gmail.com
http://www.linkedin.com/in/chadwehner
Award winning General/Operations/Sales Manager
Professional Skills
Results-driven General/Operational/Sales Manager with extensive experience in developing and implementing sales and operational
protocols for leading managed services company. Excellent analytical, problem-solving, strategic thinking and decision-making abilities.
Proven track record of people, process, resource, and project management across diverse cross-functional departments. Exceptional verbal,
non-verbal, and written communication skills. Specific areas of expertise include:
 Operations Management  Managing Diverse Workforce  Customer Service
 P&L Ownership  Strategic Marketing  Budget Management
Experience
2014- Present Chicago, IL
Aramark Uniform Services / General Manager
Chicago, IL
 Manage a market center location (annual revenue of $11M +) with full P&L responsibility
 Drive profitability and growth by obtaining new customers and retaining current customer relationships and maintain the market center's
total managed volume resulting in more than 10% growth YOY and over 17% margin improvement YOY
 Use strategic and leadership skills to facilitate employee selection (including 4 non-union District Managers, 9 Sales professionals and 35
union Service Representatives), development, retention, motivation, and strong customer relationships
 Ensure compliance with over 2,500 customer contracts and company policies and procedures
 Participate in hands-on activities in the market center and in other field locations
 Establish a cohesive team between service, sales, and production departments to meet organizational goals
 Attended President’s Club award trips 2 years in a row based on performance excellence
2009- 2014 San Francisco, CA/Chicago, IL
Aramark Uniform Services / District Manager-Assistant General Manager
San Francisco, CA/Chicago, IL
 Establish and maintain outstanding customer service within assigned geographic area
 Recruit, select, hire, develop and educate Route Sales employees
 Effectively manage district’s top 100 accounts through Quality Control Monitoring
 Aid in conducting evaluations of staff to provide feedback on their overall performance, growth and customer service skills
 Create a pervasive sales culture that fosters a strong brand orientation and supports achievement of sales objectives
 Proactively follow up on accounts in jeopardy and lost accounts
 Identify growth areas and retain 100% of the district’s customers
 Make direct service calls and resolve service concerns expeditiously
 Maintain close coordination with production department regarding service and customer issues
 Perform route observations weekly
 Partner with sales organization to identify areas of growth
2008- 2009 Paramount, CA
Royal Truck Body, Inc. / Corporate Director of Operations
Managed Sacramento, CA and Seattle, WA branches while running operations company-wide including corporate headquarters in
Paramount, CA, and Texas and Arizona branches
2001- 2008 Sacramento, CA
Royal Truck Body, Inc. / General and Operational Manager
Sacramento, CAand Seattle, WABranches
 Collaborated on product improvementsand innovations. Increased monthlyrevenuefrom $500kto $1.1millionbyrestructuring sales, marketing
and product development resources
 Managed a diverse workforce of over 100 individuals to promote and ensure critical thinking, communication and cohesiveness
 Analyzed financial statements and developed yearly sales and performance budget with full P&L responsibility
 Benchmarked competitors to become more efficient and effective
 Created SOPs and contingency plans to support current business model

2.  Implemented control procedures to comply with all California manufacturing environmental and OSHA requirements
 Tracked product sales and price trends to create marketing strategies designed to capture target markets
 Conducted qualitative market research through focus groups and surveys
 Led successful integration with cross-functional internal teams to develop marketing initiatives and sales incentives
 Collaborated on product improvements and innovations
 Decreased manufacturing costs by 13% through developing an effective perpetual inventory system that stimulated lean JIT inventory and
reduced waste through streamlining BOM
Education
BS, Business Management – University of Phoenix