1. 7308 Roe Ave.
Prairie Village, KS 66208
Phone: 913-961-7816
E-mail: tylerfayardwork@gmail.com
Tyler Fayard
Objective Proven sales and operations leader with a track record in quickly analyzing key business drivers
and developing strategies to grow bottom-line performance. Recognized for being highly
adaptable and for having the ability to identify opportunities of improvement and quickly drive
results throughout all facets of an organization. Confident and driven to win in any environment.
Education 2010 - 2011 Baker University Overland Park, KS
Masters of Science: Business Administration
Graduated with Honors: Summa Cum Laude, 4.0 GPA
2004 – 2007 Corban College Salem, OR
Bachelors of Science in Business: Business and Organizational
Leadership Major
 Graduated with Honors: Magna Cum Laude, 3.74 GPA
Work experience 2010 – Current Standard Beverage Corporation Lawrence, KS
Vice President – Beer Division October 2013 - Current
 Responsible for the sales and marketing of 100+ Beer/Cider/FMB Brands, 1,700+ SKU’s covering
the entire state of Kansas.
 Manage the Beer Division P&L to plan, included managing responsibility for a team of 40+ Sales
Reps, Merchandisers, and Draft Techs that call on Independent Retailers, Bars and Restaurants,
National Accounts, Stadiums, and more.
 Responsible for and led all pricing initiatives for all category to channel, from brand to SKU.
 Responsible for identifying and recruiting Breweries to partner with SBC (Franchise Laws) if not
currently distributed in the state of Kansas
 Led the Division/Company to the three most profitable years for the Division in Company history of
67 years, resulting in 3 straight years of Double Digit Margin Growth (%) in an industry that is declining
low single digits.
 Have grown margin dollars quicker than Revenue, Revenue dollars quicker than Volume, each of
the last 3 years.
 Grown revenue market share from 12.2% to 15.6% since taking position.
 Grown Division from $37MM in Revenue and 1.7MM Case Equivalents to $60MM in Revenue and
2.5MM annual Case Equivalents while operating with a 10.1% flow thru to the bottom line.
 Won several awards in role, including Wholesaler of Year, Gold Crown Award for Constellation
Brands Central Business Unit in 2015. In 2016, we have sold over 1M cases for Constellation Brands.
 One of seven Distributors nationally nominated for Diageo’s Golden Bar Award for performance in
the FMB Category in their FY’16.
Portfolio Director – Beer Division May 2013 – October 2013
 Responsible for the success of all Brands within the SBC Beer Portfolio throughout the entire State
of Kansas, acting as the main point of contact for each of them (40+).
 Use of several analytics that help guide strategic action plans that grow Market Share for all of our
Brands, resulting in Market Share growth for Standard Beverage.
 Lead a Sales Force of 25+ Reps through daily/weekly/monthly strategic action plans that focus on
execution and proper representation of our brands from Operations to Retail to Consumer.
 Responsible for establishing pricing strategies on over 1,500 sku’s in a Sale driven state.
 Awarded Sales Support Employee of Year in just 6 months in position.

2. Operations Analyst April 2012 – May 2013
 Developed several Operations Analytical Dashboards, and built all major KPI’s that are now used
throughout SBC Operations, driving results aligned with SBC’s organizational goals and objectives.
 Partnered with all SBC Ops managers to develop various tools that drive their business units in
alignment with their P&L and SBC goals.
 Developed and implemented various Incentive Programs aimed at driving SBC’s organizational
goals and objectives in the areas of Operations, Transportation, Customer Service, and Tel-Sell.
 Responsible for helping drive Organizational bests in throughput, productivity, call to answer times,
damage, cost per case, inventory accuracy, and return rates.
Industrial Engineer/Assistant Night Ops Manager Oct 2010 – April 2012
 Developed, documented, and implemented various SOP’s aimed at providing documentation of
SBC Operations, while increasing efficiencies and reducing system variation and waste.
 Responsible for all inventories slotting, from daily to quarterly profiling, driving production and order
accuracy rates to all time company highs, while reducing replenishment and receiving time.
 Developed KPI’s for our Night Operations team to ensure Production quality and standards were
being achieved.
 Significantly reduced waste by developing better processes for handling inventory defects, reducing
inventory losses by over $60k annually.
 Aided in all Warehouse Management responsibilities from interviewing and on-boarding to leading
team meetings to teammate departures.
2004 - 2010 General Parts Inc./Carquest Shawnee, KS
Distribution Center Manager Jan 2007 – Oct 2010
 Began working for General Parts during college loading trucks in 2004. I later took a position as
Supervisor of the Shipping/Transportation dept in 2005. Over the next 2 years, I was promoted and
oversaw each of the 4 departments in the Distribution Center: Returns, Production,
Shipping/Transportation and Stocking/Inbound
 In the DCM position, I was responsible for 65+ indirect employees and 4 direct Department
Supervisors, $2.3 million dollars in annual payroll, $10 million dollars in inventory, and >$50 million
dollars in annual sales to 134 different stores.
 Managed, evaluated, motivated, communicated with, and lead all teammates under warehouse
supervision.
 Maintained inventory control and directed the taking of inventory per distribution center operations
procedures in order to optimize cash flow for the organization.
 Set and maintained all warehouse production standards and warehouse supervisor's goals and
objectives in cooperation with the operations manager in order to ensure alignment of all teammate
efforts to organizational goals and the company strategy.
 Continually communicated strategies, initiatives, and policy throughout the organization through
warehouse team meetings, supervisors meetings, and individual coaching sessions in order to fully
align all teammates with company goals, objectives, and strategy.
 Aligned Operations and Sales by developing strategic meetings and events that were held weekly.
Developed a Returns Policy that significantly reduced false ‘Defect’ claims, resulting in lower
Operating Costs and Improved Supplier pricing.
Professional Development  Selected for and completed GPI’s Distribution Center Leadership Program of which less
than 5% of Company Managers were selected.
 Completed Dale Carnegie course: Leadership Training for Managers
 Trained in Quality Control, Process Improvement, LEAN, and Six Sigma.
Professional References available upon Request