Don Repshas has over 20 years of experience in general management, business development, marketing, and operations. He has a proven track record of growing revenue and profits. His experience includes overseeing marketing, national accounts, and a $100M direct distribution business. He has experience developing strategic plans, building teams, and driving business growth.

1. DON A. REPSHAS
11008 Birdfoot Ct. 703-509-5239
Reston, Virginia 20191-4617 darepshas@aol.com
PROFILE
General Management Executive with more than 20 years of demonstrated success in Business Development,
Marketing, National Accounts, and Operations. Excels in developing strategic plans to accelerate new market
opportunities. Proven track record of strong revenue, margin, and profit growth. A hands-on leader who exhibits
exceptional success in building and shaping teams with the focus on goals and objectives. Marketing experience
includes oversight for all vertical functions. General Management experience includes oversight for National
Direct Distribution contract service business with over $100M in sales. A strategic thinker with excellent
leadership, organizational, and change management skills necessary to drive business.
PROFESSIONAL EXPERIENCE
AMERICAN WOODMARK CORPORATION (NASDAQ:AMWD), Winchester, Virginia 1980 - 2009
(The largest independent provider of kitchen and bath cabinetry in the US.)
Tenure covered company start-up, going public, to becoming a world class growth company. Revenue grew from
$37M to over $900M+. Anchored in the Timberlake brand from pre-launch and launch in 1990, through evolution
and maturity, reaching a peak at $350M+ in total revenue.
Vice President - Marketing (2006-2009)
(Complete Marketing oversight for the Timberlake Brand including strategy, brand image, product
development, pricing, marketing agreements, product and service platform positioning, marketing
communications collateral, and market research. Reorganized marketing function; built marketing team and
established collaborative dotted line relationships with product development, product management, market
research, marketing communications, technical marketing, and fulfillment. )
• Repositioned the Timberlake brand by reorganizing the product line into 3 distinct series differentiated by
product features. Upgraded all collateral materials, logo, website, and promotional strategy. Introduced
multiple new products generating $3M per month in new sales. Re-launched the brand with new
messaging and imagery. Success of the brand repositioning garnered a President’s Award.
• Established price policy and procedure for the Direct Channel that led to substantial improvement in
pricing and product margins and earned a President’s Award. Over time, achieved a 7.5% increase in
average price realized, 5.5 point improvement in product margins ($10M), and a 23% increase in “TPU”.
• Participated as a member of an executive level “New Business Model” team whose actions, over time, led
to a profit improvement from breakeven to 5% after tax profit for the channel.
• Drove numerous executive and project teams from concept to launch whose success had a significant
impact on the business plan. “Cognac” introduction was fastest selling new finish in company history.
• Recalibrated customer targeting strategy by refining market segmentation and identifying accounts with
higher margin potential. Retrained the sales organization and enabled customer selection that led to a
substantial reduction in low margin revenue from 33% to less than 20% of total revenue.
• Co-managed with Marketing Communications the Timberlake brand image using National and Regional
PR, Media Tours, Special Events Marketing, advertorials, and specialized conferences.
• Established and facilitated a Line Review process; a comprehensive review of key industry competitors
that included competitive analysis of strategy, market position, product, service, intangibles, and pricing.
The Line Review was used to make adjustments to brand strategy and develop new products.
• Team Leader for executive level Green Marketing team that developed tactics to more effectively position
Timberlake in the industry’s Green Building movement. Integrated Timberlake’s Green messaging in trade
advertising and PR, and developed marketing collateral and merchandising support materials.
Vice President - National Accounts (2001-2006)
(Established a National Account Program and Team from scratch. Developed and nurtured strategic
relationships at the highest levels with major accounts, developed and negotiated National Marketing
agreements, maintained P & L responsibility for customer profitability, fostered collaboration with all key
functional areas, aligned company sales strategy to the impact of industry consolidation.)
• Developed National Account strategy: program grew to 17 strategic accounts and 80% of total channel
revenue.

2. • Established National Account relationships with the nation’s top builders that enabled sales growth from
$59M to $202M; developed and cemented relationships with senior management.
Don A. Repshas Page 2
• Sold the NVR account after 15 year hiatus. Acquired 100% of NV Homes’ business which has since
become AWC’s largest builder account. Achieved 1st year sales volume of $6M.
• Developed and won several complex major account RFP’s; NVR, CTX, TOUSA, Richmond American, et
al. Increased market share and total volume with all National Accounts; tripled volume at CTX, and
doubled volumes at DRH, NVR, TOUSA, RYL, et al.
• Enlisted a research firm for a first-of-its-kind proprietary survey to benchmark the Supply Chain
Management (SCM) practices of America’s largest homebuilders. Surveyed the key supply chain decision
managers within the Builder 100. Worked with the firm from concept through commercialization to position
Timberlake as an industry leader in SCM. This approach opened doors to new strategic account
relationships and strengthened relationships with existing accounts.
Director of Sales/Marketing/Operations (1998-2001)
(Oversight for National multi-branch direct distribution contract service centers including P & L responsibility.
Established the sales/marketing strategy, developed relationships with strategic accounts, inspired
continuous improvement of operational processes and transactional quality. Span of control included 6 GM’s
and channel marketing manager. Total employees were 200+ including subcontractors.)
• Provided a high level of turnkey contract services including jobsite delivery, design/quote, field ops,
installation, counter tops, contracts administration, customer service, and warranty. Repositioned the
service platform to customers under the nationally recognized trademark “Diamond Service”.
• Set up marketing structure for sales channel – Pricing, Product, Promotions, Service platform. Recruited,
hired and trained channel marketing manager.
• Rapidly expanded geographic coverage. Created 3 new direct service centers in new markets. Generated
$23M first year new business revenue. Business doubled in 3 years to $100M while expanding operating
markets from 3 to 6. Garnered a President’s Award for establishing the Northeast Builder center as a
model for future expansion. These three builder centers were unique entrepreneurial undertakings that
established new strategic accounts and revenue. All 3 Builders Centers have grown into mature key
operations today.
National Sales/Operations Manager (1993-1997)
(Directed all Sales and Operational activities for the Builder, Distributor, Dealer, and OEM sales channels)
• Applying significant reengineering, transition, restructuring skills, undertook an intense but successful
turnaround of an under-performing Direct Channel business:
 Closed non-performing direct service centers by successfully transitioning operations and revenue
to distributors, significantly reducing overhead structure.
 Transitioned the service platform from ship-from-inventory to a new JIT build-to-order system,
eliminating the need to carry finished goods inventory. Developed new SOP’s to operate in JIT
environment. Reengineered order/deliver/ install process. Retrained Sales and Ops and reset
customer expectations to adapt to the new system.
 Reorganized the sales channel. Cut overhead costs by consolidating the East-West management
structure under a single National Structure.
• Substantially improved performance of builder services, generating outstanding results, Turned a losing
business completely around and the Direct channel, along with Home Centers, became a key strategic
part of the company. For this significant achievement, was awarded a President’s Award.
Director of Training (1992)
• Created and implemented from scratch a comprehensive national training program for all Sales and
Marketing personnel that significantly enhanced sales excellence. Developed courses and course
curriculum. Facilitated structured courses and trained trainers. Most of the training courses put in place
endure today. Two courses, “Sales Excellence” and “Corporate Orientation” earned President’s Awards.
Regional Sales Manager – Northeast/Midwest/Mid-Atlantic (1989-1991)
District Sales Manager (1980-1988)

3. Mid-Atlantic (1986-88); California (1984-86); Pacific Northwest (1982-83); Midwest (1981); Southeast (1980)
EDUCATION
BA – Business Administration/Accounting – Franklin & Marshall College – Lancaster, PA
MBA – Marketing – Wilkes University – Wilkes Barre, PA
Other: MBA Level Courses @ Shenandoah University – Winchester, VA