1. Joseph H Leary Jr
42 Brook Street
Scituate, MA 02066
Email: jleary60@hotmail.com
Phone: 781.626.0511
SUMMARY
- A Proven Leader and Manager
- Experienced and Skilled Negotiator
- An Excellent Listener
- Motivated and Results Driven Professional
- Detail Oriented While Understanding The Importance of The Big
picture
Managing Partner/Co-Owner
Araban Coffee Company, Inc/Beacon Hill Coffee Roasters
December 1997 – August 2012 Greater Boston Area
-Purchased the business, through a working bankcruptcy. Gaining the bank's approval and cooperation.
- Accomplished this acting as President of the Corporation and bringing in 2 partners.
- Restructured the entire company, utilizing existing employees and hiring, accomplished managers.
- Revitalized the management team by hiring 3 extremely qualified upperlevel management personnel.
- Returned the business to profitability, within 6 months after being voted Managing Partner. Collectively
reversed a $950k loss in the previous year to +$560k in earnings, after EBITDA our first year.
- Reported to 2 Partners and a very diverse Advisory Board on a Monthly Basis.
- Restructured over $8 million in debt with suppliers, successfully negotiated with the bank allowing us to
continue operations.
- Moved the entire business overan 18 month period, while negotiating a $3.8 million settlement with the
BRA, and State Agencies,due to the building being taken Eminent Domain.
- Operated two production facilities, without any interruption of business,with the help of our management
team.
-Opened and grew national retail chains resulting in sales of over $165 million and 45% Gross Margin or
above
-Only hired 2 more warehouse employees during tremendous growth in Sales, capturing all of the Sales.
- Successfully formulated and marketed new product lines resulting in $15 million in sales annually after
year 1, expanded the line and it grew every year steadily in Sales and Gross Margin
- Retained Current position by semi-annual vote 15 years in succession
- Continuously analyzed and implemented new processes reducing costs by over$90 million.
- Purchased,designed and refit a new production facility, simplifying processes and increasing
capacities by approximately 45%.
- Continuously improved the overall gross margin by adjusting quality control levels and using more
adaptable formulations and recipes, resulting in double digit gross margin increases,consistently
- Increased overall production capacities by 40%, while additionally designing more flexibility through
additional customized blending capacities by 60% by implementing moveable holding bins.
- Continuously strived for lean manufacturing improvements, working closely with production and quality
control departments, while identifying KPI’s and EOO’s.
- Reduced warehouse space from 104,000 square feet to 30,000 square feet, with the help of the warehouse
Manager and employees while increasing flexibility by over 40%
-Attained HAACP approval and organic certification with the assistance ofthe director of Operations and
the entire production and warehousing departments.
- Implemented lean manufacturing principles which lead to increased productivity, decreased overhead and
positively impacted profits and cash flow, by markedly decreasing inventory carry, this was achieved by

2. route sales,manufacturing, production and warehousing departments.
- Managed the company, streamlining processes ensuring performance levels that consistently came in
under budgetary projections in every department, 11 years in a row.
- Adopted an open door policy for all employees increasing overall productivity by approximately 30%
- Instituted an employee cross training initiative, resulting in $4 million in labor cost savings.
- Qualified and sourced co-packing opportunities to simplify production and captured savings of over $12
million in costs
-Proactively stressed collaborative work and team building throughout organization this resulted in
increased job performance, employees assisting otheremployees and a general feeling of a family
atmosphere on a daily basis. I was very proud of the extremely healthy change in the company culture.
Other Positions Held – Overview;
Director of Operations – Position held for 18 months
- Responsible for all financial results for the internal plant and production facility
- Responsible for 7 direct reports and a total of 48 employees
- Negotiated all contracts, specialized in procurement and inventory levels of the entire
operation
- Lowered overhead by 22%, while increasing our gross margin by 25% over the time I held
the position
- Responsible for streamlining production processes and raising quality control levels all
while decreasing costs, and exceeding all production goals and expectations
- Sourced and purchased all capital equipment necessary for expansion of plant, resulting in
increased production capacity by almost 40% without adding any significant personnel
overhead.
Vice President – President
Araban Coffee Company October 1986 – December 1997
CO-Founder
Lead Source Digital Marketer's
October 2014 – Present Greater Boston Area
- Cutting Edge Lead Generation Through Video Marketing - Averaging 25-45 New Leads Weekly
- Fully Interactive & Customized Website Design & Implementation With Fully Automated Calls To
Action and Advanced List Building Tools
- Optimized Email Marketing campaigns
- Landing Page optimization and advanced list building strategies
- Creating Targeted Campaigns to increase your ROI on existing customers
- Creating fully optimized Social Media Pages, Campaigns and Content
- Capturing New emails from all Social Media Sites.
- Ecomerce site setup,driving online sales
- Creating A/B testing for all Digital outreach. Enabling Companies to quickly identify what's working!
- Developing mobile campaigns and content to capture lists from all mobile platforms
- CUSTOMIZED MOBILE APP For Your Business
- Done For You SEO & Social Media Management
- Creating A Interactive YouTube Channel and advertising campaigns on YouTube.
- Create or optimize content for your Blog, including updates,testimonials, video and email capture.
- Full Training For In-House Staff
- Done For You Video Sales Letters
- Reputation Management Services
- Professionally Edited Commercials
- Monthly Website Management & Updating

3. - Completely Automated Sales Funnel Implementation - Increasing Revenue's by up to 300%
- Completely Automated Customer Service Email Follow up
- Laser Targeted Market Research
- Website Security
Co Owner
KYC Marketing & Consulting
May 2013 – Present Scituate, MA
-Full service business consulting
- Our key areas of expertise are; Increasing Revenues, Raising Capital, Business Valuations, Mergers &
Acquisitions,Temporary CEO/CFO services to maximize a company's value before a Sale
- Manufacturing, production, Purchasing and Procurement, Inventory Control
-Website Optimization, Social Media Expert, Traffic & Lead Generation
-Procedures and controls Analysis and implementation
- Developing procedures and functions to maximize Gross Margins on an annual basis
-Financial Management
- Expert in Small Businesses as well as Family Owned & Operated businesses
- Organizational analysis, Quality Control Specialist, Strategic Planning, Sales, Budgeting and forecasting.
-Product Development, Outsourcing,Logistics/Supply Chain Analysis
-Commodity management and strategies,futures trading, options,and leveraged hedging
- Turnaround Planner & Specialist
- Sourcing and creating proper plans & content for additional funding, working capital loans from multiple
sources and institutions,i.e., Banks, Government backed loans, venture capital, private equity etc.
- Instituting proper reporting once Asset Based Loans have been secured,along with projections internally
-Coffee & Beverage specialist, Brand Marketing and Strategic Launch scheduling
Managing Partner/Co-Owner
Araban Coffee Company, Inc/Beacon Hill Coffee Roasters
December 1997 – August 2012 Greater Boston Area
-Purchased the business,through a working bankcruptcy. Gaining the bank's approval and cooperation.
- Accomplished this acting as President of the Corporation and bringing in 2 partners.
- Restructured the entire company, utilizing existing employees and hiring, accomplished managers.
- Revitalized the management team by hiring 3 extremely qualified upperlevel management personnel.
- Returned the business to profitability, within 6 months after being voted Managing Partner. Collectively
reversed a $950k loss in the previous year to +$560k in earnings, after EBITDA our first year.
- Reported to 2 Partners and a very diverse Advisory Board on a Monthly Basis.
- Restructured over $8 million in debt with suppliers, successfully negotiated with the bank allowing us to
continue operations.
- Moved the entire business overan 18 month period, while negotiating a $3.8 million settlement with the
BRA, and State Agencies,due to the building being taken Eminent Domain.
- Operated two production facilities, without any interruption of business,with the help of our management
team.
-Opened and grew national retail chains resulting in sales of over $165 million.
- Successfully formulated and marketed new product lines resulting in $15 million in sales annually after
year 1, expanded the line and it grew every year steadily in Sales and Gross Margin
- Retained Current position by semi-annual vote 15 years in succession
- Continuously analyzed and implemented new processes reducing costs by over$90 million.
- Purchased,designed and refit a new production facility, simplifying processes and increasing
capacities by approximately 45%.
- Continuously improved the overall gross margin by adjusting quality control levels and using more
adaptable formulations and recipes
- Increased overall production capacities by 40%, while additionally designing more flexibility through
additional customized blending capacities by 60% by implementing moveable holding bins.
- Continuously strived for lean manufacturing improvements, working closely with production and quality

4. control departments, while identifying KPI’s and EOO’s.
- Reduced warehouse space from 104,000 square feet to 30,000 square feet, with the help of the warehouse
Manager and employees while increasing flexibility
-Attained HAACP approval and organic certification with the assistance ofthe director of Operations and
the entire production and warehousing departments.
- Implemented lean manufacturing principles which lead to increased productivity, decreased overhead and
positively impacted profits and cash flow, by markedly decreasing inventory carry, this was achieved by
route sales,manufacturing, production and warehousing departments.
- Managed the company, streamlining processes ensuring performance levels that consistently came in
under budgetary projections in every department, 11 years in a row.
- Adopted an open door policy for all employees increasing overall productivity by approximately 30%
- Instituted an employee cross training initiative, resulting in $4 million in labor cost savings.
- Qualified and sourced co-packing opportunities to simplify production and captured savings of over $12
million in costs
-Proactively stressed collaborative work and team building throughout organization this resulted in
increased job performance, employees assisting otheremployees and a general feeling of a family
atmosphere on a daily basis. I was very proud of the extremely healthy change in the company culture.
Other Positions Held – Overview;
Director of Operations – Vice President – President
Araban Coffee Company October 1986 – December 1997
Serendipity 3 – LongRidge Food Systems, Faneuil Hall, Boston
 Originally hired to manage the 450 seat full service restaurant in Faneuil Hall
 I was quickly upgraded into the general manager's role during the build out process
 I was instrumental in successfully working with the City f Boston on alterations that were
acceptable to a historical site
 Scheduled and hired all contractor's and general help to achieve the proper opening date was met. I
hired and trained the entire staff from managers, assistant managers,kitchen managers, prep
cooks, line cooks, waiters, waitresses, hosts and hostesses,etc.
 We opened 7 days ahead of schedule
 I also ran the build out for 3 more restaurants in Westport,Conn., Washington D.C., and Atlanta,
Ga
 All openings were achieved ahead of the scheduled plan
 Promoted to multi-Unit GM and Director of Operations in 1985
 Every location was profitable during the first 6 months of operation and I had only 2 losing
quarters, in 2 different restaurants in 6 years. I implemented all par levels, inventory levels and
controls, a pro active equipment maintenance program and approved all menu changes and
developed one of the first intricate wine lists, featuring selections from all over the world
 We were the 2nd restaurant in Faneuil Hall to introduce and advertise, Premium, micro brewed
beer with the introduction of Sam Adams
 Instituted a very successfultraining program for all incoming Kitchen manager's, which I named
the Triple P process
 It focused on preparation, purchasing and portion control
 The program was so successfulevery restaurant never exceeded more than a 33% food cost during
any given month
 I was responsible for all P & L results for all restaurants on a monthly basis and also had to make
sue it was properly staffed, at all times
 Developed a performance review process that assisted employees identify their strong points and
things they needed to work on, in order to take on a larger role within the restaurants
 It was extremely helpful and done in a manner where it was not demeaning in any way, it was
presented as a tool to help them on their career path and became an essentialpart of retaining key

5. employees especially, as you know, turnover can paralyze a restaurant.When the time came to
leave the position, I assisted and trained my replacement
 I even came back into the Boston and Westport location on several occasions to help out and
check in on how things were going for approximately 4 months
 I left the business because Isaw a huge opportunity with Araban Coffee and also the original
partners and Longridge Foods (the investors)were becoming more and more at odds with each
other
 When I joined the business, the business plan was to open 25-30 restaurants and then possibly
create franchised opportunity or, just grow more with private capital to become a premier Theme
restaurant.A Theme establishment that had a great concept and outstanding food!This was clearly
not going to go that way, as time went on, and I observed the relationships becoming strained at
best as time moved on
 ' It was a difficult decision, as I enjoyed every part of the business,but in retrospect,I made the
correct career choice by choosing to leave and take employment with Araban Coffee
 I also immediately signed up Serendipity's 4 restaurants as Araban's customer, which worked out
well
 It was a wonderful time, and I learned a tremendous amount about managing, training, hiring
people, along with working with contractor's,vendors and especially properly handling customers
Education
Stonehill College
Business Administration, Management and Operations, 3.5
1989 – 1991
Northeastern University
Business Administration and Management, General, 3.5
1980 – 1982
University of Massachusetts Boston
Business Administration, Hospitality
1977 – 1978
Organizations
Brady William Leary SIDS Foundation
501(C3)
Co-Founder
September 2007