Executive, General Management, Sales Management and Operations Management
Rick Gale
20282 E Arrowhead Trail
Queen Creek, AZ 85142
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April 2018 - Present
Liberty Pipeline Services of Arizona
Scottsdale, Arizona
Vice President of Operations
• Responsible for business operations projects including the development of projects and objectives, leading project initiatives, coordinating resources and staff involvement, providing oversight and direction and ensuring project completion. Business operations projects and assignments may involve, but are not limited to, such areas as program management, business development, contract and functional management, proposal support, and other areas.
• Prepares and executes annual Profit Plan with direct input from management team. Oversees budget management including labor, benefits, supplies, company assets, capital investments, depreciation, maintenance and repair, and third-party contracts. Evaluates fiscal metrics and adjusts activities to meet or exceed performance expectations. Coordinates with other departments as necessary to ensure upgrades and repairs are completed efficiently and effectively.
• Monitors the condition and maintenance of the warehouse, fleet services, equipment, software, and office by ensuring that all are kept consistent with the safety, security, and appearance standards in an effort to reduce or eliminate operations-related injuries or accidents, damage/loss of product or equipment, and unnecessary costs. Ensures contingency systems/practices/protocols are in place to eliminate business disruption.
• Provide quality service to ensure 100% customer retention; Quarterly customer consults with facility/site management.
• Confidentiality Responsible for upholding security and confidentiality regulations, facility policies, and procedures for access and review of all records.
• Developing executive reporting on status and progress of team.
• Negotiated contract terms, built contracts and managed the process.
• Develop relationships with existing client base at all levels of the hierarchy, establishing brand awareness.
September 2017 – April 2018
ESI Edgebanding Services
Tempe, Arizona
Branch Manager Arizona/New Mexico
• People management – delivering performance through people-supporting performance and development.
• Establishes business contacts and networks through community events and activities.
• Make regular outside sales calls to develop and deepen business relationships.
• Perform all additional duties as assigned by Management.
• Recruit, hire, train, supervise, and develop branch staff in an effort to create strong team members that contribute to the success and growth of the branch.
• Proven record of developing and coaching high performance sales and service teams.
April 2015 – May 2017
Gothic Landscape
Phoenix, Arizona
Custom Home Sales Manager
• Responsible for the overall sales operations of 45 team members while working jointly with Senior Leadership in building the sales organization to increase revenue while providing top level customer service to internal and external customers.
• Build and maintain strategic relationships with homebuilders in the Phoenix metropolitan area through regular participation in meetings and community events.
• Extensive knowledge of concrete work and building construction.
• Oversee all project activity with the area manager including concrete, hardscape, vertical, pergola, landscape and irrigation.
• Good assessment of worksite and planning.
• Ensure all projects are completed according to safety and quality guidelines.
• Ability to understand different cultures and market needs to drive increased effectiveness and efficiency through value selling to ensure a customer centric organization.
• Analyze sales routes, territories, and responsibilities to ensure efficient use of time and resources.
• Lead, develop, recruit, coach, and mentor sales associates, designers, area managers, and superintendents to ensure the delivery of the company’s overall goals and objectives.
• Lead by example and showing a diplomatic approach to conflict resolution and working as one team to exceed sales goals month over month.
• Began my career with the organization with an 18% gross profit margin and in less than two years raised it 12 points finishing at a 30.4% gross profit margin in 2016.
April 2012 – April 2015
TMT Enterprises/TMT Landscape
Gilbert, Arizona
Director of Business Development/Co-owner
• The owner and I started our own landscaping business. My responsibility was to start, operate, and generate the sales and revenue for the business.
• Generated new business via strong referral base as well as thorough marketing outreach strategies.
• Created all quotes and designs for homeowners and builders that were value based propositions.
• Communicated to all customer inquiries in a timely and accurate manner and provided first class level customer service.
• Drafted sales reports, activity reports, and revenue forecasts and monitored the daily, weekly, and monthly financial operations of the business.
• Developed and maintained a database of over 500 contacts.
February 2008 – April 2012
TMT Enterprises/Trilogy at Power Ranch Golf Course
Gilbert, Arizona
Director of Sales
• This position was especially created for me as Arizona during this time was in a deep recession with the housing market and the owner needed someone to brainstorm a way to generate sales to increase the business and profitability.
• Responsible for creating a marketing plan to drive sales.
• Planned and coordinated events and activities which included golf tournaments, clinics, fund raising events, and vacation packages with top brand hotels.
• Responsible for the promotional material to recruit local businesses, clubs, and individuals to use the facilities.
• Developed policies and procedures for the sales department and prepared all operational reports.
• Analyzed business trends and developed short and long term goals.
• Responsible for hiring permanent and temporary employees, drafted and conducted all performance reviews, trained, developed, coached, motivated and when necessary had to correct the behavior of the sales team.
January 2004 – January 2008
Oceanside Golf Course
Oceanside, California
General Manager
• Oversaw all facility operations which included golf course maintenance, food and beverage, clubhouse, and outside services for the 18-hole course.
• Responsible for 60,000 rounds of golf per year and tournaments which translated to approximately 5 million in revenue annually not including food and beverage sales.
• Hands on leader that was visible to all patrons, vendors, the management company and all employees. I was the face of the club.
• Worked closely with all department heads to ensure all areas of the facility were consistent and operating financially sound.
• As the leader of this public golf course, it was my responsibility to ensure the club operated in accordance with local, state and federal laws.
1996 – November 2003
Claremont Golf Course and Country Club
Portland, Oregon
General Manager
• Responsible for the entire operation including Golf, Tennis, Entertainment and Club Social Activities, Tournaments, and the Clubhouse. Managed the day-to-day operations while monitoring the effectiveness of each department and motivating, coaching, training, evaluating and correcting behavior of all staff members.
• Trained all staff consistently in order to enhance the member/guest experience.
• Implemented all policies and procedures to exceed the clubs goals and objectives. Monitored long and short term goals while analyzing budgets on a daily, monthly, and annual basis in order to exceed financial performance.
• Developed relationships with members and guests, homeowners, outside vendors, board of directors. My main responsibility was to provide strong relationships to all whom I developed relationships with in order to provide a first class experience.
• Lead by example.
Rick Gale
20282 E Arrowhead Trail
Queen Creek, AZ 85142
------------
------------
April 2018 - Present
Liberty Pipeline Services of Arizona
Scottsdale, Arizona
Vice President of Operations
• Responsible for business operations projects including the development of projects and objectives, leading project initiatives, coordinating resources and staff involvement, providing oversight and direction and ensuring project completion. Business operations projects and assignments may involve, but are not limited to, such areas as program management, business development, contract and functional management, proposal support, and other areas.
• Prepares and executes annual Profit Plan with direct input from management team. Oversees budget management including labor, benefits, supplies, company assets, capital investments, depreciation, maintenance and repair, and third-party contracts. Evaluates fiscal metrics and adjusts activities to meet or exceed performance expectations. Coordinates with other departments as necessary to ensure upgrades and repairs are completed efficiently and effectively.
• Monitors the condition and maintenance of the warehouse, fleet services, equipment, software, and office by ensuring that all are kept consistent with the safety, security, and appearance standards in an effort to reduce or eliminate operations-related injuries or accidents, damage/loss of product or equipment, and unnecessary costs. Ensures contingency systems/practices/protocols are in place to eliminate business disruption.
• Provide quality service to ensure 100% customer retention; Quarterly customer consults with facility/site management.
• Confidentiality Responsible for upholding security and confidentiality regulations, facility policies, and procedures for access and review of all records.
• Developing executive reporting on status and progress of team.
• Negotiated contract terms, built contracts and managed the process.
• Develop relationships with existing client base at all levels of the hierarchy, establishing brand awareness.
September 2017 – April 2018
ESI Edgebanding Services
Tempe, Arizona
Branch Manager Arizona/New Mexico
• People management – delivering performance through people-supporting performance and development.
• Establishes business contacts and networks through community events and activities.
• Make regular outside sales calls to develop and deepen business relationships.
• Perform all additional duties as assigned by Management.
• Recruit, hire, train, supervise, and develop branch staff in an effort to create strong team members that contribute to the success and growth of the branch.
• Proven record of developing and coaching high performance sales and service teams.
April 2015 – May 2017
Gothic Landscape
Phoenix, Arizona
Custom Home Sales Manager
• Responsible for the overall sales operations of 45 team members while working jointly with Senior Leadership in building the sales organization to increase revenue while providing top level customer service to internal and external customers.
• Build and maintain strategic relationships with homebuilders in the Phoenix metropolitan area through regular participation in meetings and community events.
• Extensive knowledge of concrete work and building construction.
• Oversee all project activity with the area manager including concrete, hardscape, vertical, pergola, landscape and irrigation.
• Good assessment of worksite and planning.
• Ensure all projects are completed according to safety and quality guidelines.
• Ability to understand different cultures and market needs to drive increased effectiveness and efficiency through value selling to ensure a customer centric organization.
• Analyze sales routes, territories, and responsibilities to ensure efficient use of time and resources.
• Lead, develop, recruit, coach, and mentor sales associates, designers, area managers, and superintendents to ensure the delivery of the company’s overall goals and objectives.
• Lead by example and showing a diplomatic approach to conflict resolution and working as one team to exceed sales goals month over month.
• Began my career with the organization with an 18% gross profit margin and in less than two years raised it 12 points finishing at a 30.4% gross profit margin in 2016.
April 2012 – April 2015
TMT Enterprises/TMT Landscape
Gilbert, Arizona
Director of Business Development/Co-owner
• The owner and I started our own landscaping business. My responsibility was to start, operate, and generate the sales and revenue for the business.
• Generated new business via strong referral base as well as thorough marketing outreach strategies.
• Created all quotes and designs for homeowners and builders that were value based propositions.
• Communicated to all customer inquiries in a timely and accurate manner and provided first class level customer service.
• Drafted sales reports, activity reports, and revenue forecasts and monitored the daily, weekly, and monthly financial operations of the business.
• Developed and maintained a database of over 500 contacts.
February 2008 – April 2012
TMT Enterprises/Trilogy at Power Ranch Golf Course
Gilbert, Arizona
Director of Sales
• This position was especially created for me as Arizona during this time was in a deep recession with the housing market and the owner needed someone to brainstorm a way to generate sales to increase the business and profitability.
• Responsible for creating a marketing plan to drive sales.
• Planned and coordinated events and activities which included golf tournaments, clinics, fund raising events, and vacation packages with top brand hotels.
• Responsible for the promotional material to recruit local businesses, clubs, and individuals to use the facilities.
• Developed policies and procedures for the sales department and prepared all operational reports.
• Analyzed business trends and developed short and long term goals.
• Responsible for hiring permanent and temporary employees, drafted and conducted all performance reviews, trained, developed, coached, motivated and when necessary had to correct the behavior of the sales team.
January 2004 – January 2008
Oceanside Golf Course
Oceanside, California
General Manager
• Oversaw all facility operations which included golf course maintenance, food and beverage, clubhouse, and outside services for the 18-hole course.
• Responsible for 60,000 rounds of golf per year and tournaments which translated to approximately 5 million in revenue annually not including food and beverage sales.
• Hands on leader that was visible to all patrons, vendors, the management company and all employees. I was the face of the club.
• Worked closely with all department heads to ensure all areas of the facility were consistent and operating financially sound.
• As the leader of this public golf course, it was my responsibility to ensure the club operated in accordance with local, state and federal laws.
1996 – November 2003
Claremont Golf Course and Country Club
Portland, Oregon
General Manager
• Responsible for the entire operation including Golf, Tennis, Entertainment and Club Social Activities, Tournaments, and the Clubhouse. Managed the day-to-day operations while monitoring the effectiveness of each department and motivating, coaching, training, evaluating and correcting behavior of all staff members.
• Trained all staff consistently in order to enhance the member/guest experience.
• Implemented all policies and procedures to exceed the clubs goals and objectives. Monitored long and short term goals while analyzing budgets on a daily, monthly, and annual basis in order to exceed financial performance.
• Developed relationships with members and guests, homeowners, outside vendors, board of directors. My main responsibility was to provide strong relationships to all whom I developed relationships with in order to provide a first class experience.
• Lead by example.