Logan Randles has over 15 years of experience in operations management and supply chain roles. He has a proven track record of improving operations and financial performance at Oberfield's Inc., a regional concrete products manufacturer, through cost reductions, new product launches, and replacing underperforming staff. Randles also successfully launched and grew a concrete countertop startup. He holds an MBA and certifications in quality control, installation, and auditing and seeks to contribute his operational expertise to help companies succeed.

1. Logan Randles
13767 E. State Route 37 ♦ Sunbury, Ohio 43074
330-987-6713 ♦ lprandles@gmail.com ♦ www.linkedin.com/in/loganrandles
Senior Manager – Operations ♦ Supply Chain/Logistics
Providing success guiding and improving operations throughout business environments.
“My greatest employment asset is my ability to produce results. I’ve been given assignments where others have failed
and I’ve been successful. I’m used in the “problem” departments to get them back on track.”
Operating Competencies ♦ Distribution Expertise
♦ P&L Responsibility ♦ Strategic Operations Planning ♦ Inventory Management
♦ Staff ♦ Policy/Procedure Development ♦ Expense Control
Supervision/Development ♦ Production Scheduling ♦ Process Improvement
♦ Process Engineering ♦ Capital/Operating Budgets ♦ Distribution
♦ Material Sourcing ♦ Management Information Systems ♦ Margin Improvement
♦ QA/QC Improvements ♦ Contract Review/Recommendation ♦ Vendor Negotiations
♦ Startup/Turnaround ♦ Human Resources Management ♦ Recruiting/Staffing
♦ Purchasing/Procurement
Career History ♦ Achievements ♦ Contributions
Oberfield’s, Inc. – Columbus, Ohio June 2000 to March 2011
Privately-owned and operated regional concrete products manufacturer and supplier (to retailers, distributors and
contractors); generates tens of millions annually with operations supported by 125 – 175 in 6 manufacturing plants.
Operations Manager, Precast (September 2007 – March 2011)
Administer $3 million precast operations comprising manufacturing facility and sales office in Columbus,
Ohio; coordinate strategies growing business while maintaining line of 200+ stock products for contractor
and distributor clientele; ultimate accountability for profit and loss performance of business activity.
Scope of responsibilities include operating and capital budgets, human resources management,
scheduling, ensure performance through coaching of 7-20 associates including production staff, lead
production staff, maintenance staff, and clerical/administrative staff, research and development, quality
control, inventory management, facility safety/security, and sales/marketing functions;.
♦ Facilitated business operations during challenging economic environment through significant cost
reductions; lowered variable costs as percentage of revenue over 3 years through strategic and more
efficient use of labor, supplies and materials; includes negotiation of favored pricing with suppliers.
♦ Spearheaded launch of licensed product line generating approximately $1 million over initial 2.5
years; currently guiding momentum with $1 million expected to be generated in 2011 (contributing 4%
- 5% of total corporate revenue), with $3 million - $5 million by 2013.
o Protected territory indefinitely through collaboration with CEO on acquisition of license
agreement and negotiation of exclusive manufacturing territory encompassing entire state of Ohio.
♦ Elevated operations performance by replacing non-performing leadership and staff with motivated,
stable, high-performing professionals (functioning as best in company history); replaced team lead
and removed weakest 25% of performers (with 3 original employees left on production floor).
♦ Improved quality and reduced customer issues through plant-wide initiative implementing daily
testing procedures to document/verify key product performance indicators previously overlooked;
educated staff on testing, sourced equipment, prepared documentation, and facilitated communications
with key.

2. Logan Randles Résumé Page 2
♦ Generated additional revenue through increase in special order and custom capabilities of division;
i.e. developed custom mold building capabilities making company more competitive and reducing
costs by eliminating outsourced molds.
♦ Orchestrate ISO 9001-2000 internal audits; includes audits of defined processes for business functions
throughout entire company (manufacturing, QA/QC, shipping/receiving, transportation, accounts
payable, accounts receivable, human resources and sales/marketing).
General Manager (2003 – June 2004)
Coordinated and ensured performance of operations and profit/loss throughout 2 manufacturing plants,
shipping/receiving, warehouse, and sales office; delegated projects and oversaw 25-30 staff including
managers, team leaders, and individual contributors spread across all departments.
Landscape Products Production Manager (2001 – 2003)
Led operations producing landscape product lines including paving stones, segmental retaining walls,
and block; scheduled production, ordered raw materials, and managed maintenance functions; supervised
10-15 production staff.
Quality Control (June 2000 – 2001)
Spearheaded QA/QC functions throughout all 6 manufacturing facilities; accountable for testing of raw
materials, products in-process and finished goods (including ASTM testing), conducting supplier
evaluations, troubleshooting production issues, and resolving customer complaints.
• Contributions facilitated significant company growth and expansion in revenue and market share
from 2000 -2004; included guidance of operations at company’s busiest site, purchase of 2 competitors
and construction of additional plant.
o Instrumental in successful integration of 2 competitors; dedicated considerable time in acquired
manufacturing plants to incorporate production environment; upgraded manufacturing
procedures, quality control, packaging, and warehousing to company requirements.
• Organized launch of tumbled and vintage paver and retaining wall product lines in 2001; lines
currently represent 12% - 15% of corporate revenue ($2.5 million – $3.0 million).
• Coordinated setup of color lab to match colors for architectural masonry products.
Counter Method, Inc. – Sunbury, Ohio June 2004 to September 2007
Startup company specializing in manufacture, sale, delivery, and installation of concrete countertops to contractors,
builders, commercial construction firms and homeowners throughout Central Ohio market; revenue grew to $450,000
in 2006. Operations supported by 7 staff.
Owner/President
Launched and guided entire scope of business functions; built product line, setup manufacturing,
promoted to target markets, and coordinated strategic partnerships with key distributors and design firms.
Education ♦ Professional Development
Franklin University – Columbus, Ohio
Candidate: MBA ♦ G.P.A. 3.80
The Ohio State University – Columbus, Ohio
Bachelor of Science in Natural Resources; Major: Environmental Science, 2000

3. Logan Randles Résumé Page 3
Training ♦ Seminars
ISO 9001-2000 – Certified Internal Auditor, 2007
National Concrete Masonry Association – Certified Installer, 2003
Interlocking Concrete Pavement Institute – Certified Installer, 2003
National Precast Concrete Association – Certified Fundamentals Quality Precast, 2001
American Concrete Institute - Certified Field Testing Technician, 2000
Performance Quotes
“Logan is extremely strong on the operations/manufacturing side and has extensive experience working cross-
functionally, particularly with sales & marketing. His capacity for learning and developing strengths was proven time
and time again as his level of responsibility continually increased.”
W. Michael Oberfield, VP/COO, Oberfield's Inc.