Resume
GILES HOHN
E: ------------ • M:------------ • Fort Collins, CO
------------/in/giles-hohn
BUSINESS MANAGEMENT PROFESSIONAL
Proven business leader with over 10 years of P&L management experience who has consistently exceeded all KPIs including operational and financial metrics. Managed cross functional teams consisting of over 100 personnel with over $60 million in P&L responsibilities while growing the business and attending Colorado State University’s MBA program.
Core Competencies Include:
Quantitative Data Analysis • Market Analysis • Business Development • Cost/Benefit Analysis • SEO Marketing • Employee Development • Strategic Planning • Conflict Resolution • Project Management
EDUCATION, TRAINING AND VOLUNTEERING
Colorado State University: M.B.A., Marketing Concentration, May 2019
Virginia Military Institute: B.A., International Studies, B.A., Spanish, Minor in History, 2008
U.S. Army: Ranger School, Airborne School, Special Operations Survive Evade Resist Escape (S.E.R.E.) School
MBA Advisory Council: Focus on identifying and implementing improvement opportunities for CSU’s MBA Program
PROFESSIONAL EXPERIENCE
May 2019 to Present: Owner Fort Collins Flyworks Started Fort Collins Flyworks to continue my education with focus on SEO, product marketing and brand development after completing CSU’s MBA program. The goal is to turn my passion (Fly Fishing) into a way to give back as 5% of our revenue goes directly to conservation efforts.
April 2017 to Present: Service Director, General Electric Direct operations and finances for 22 wind farms across 6 states. Directly responsible for regional P&L and over 100 employees.
• Responsible for $60 million in revenue and managing the relationship with four of GE Renewable’s largest customers at the Senior Executive level resulting in increased sales and additional long-term contracts.
• Increased Revenue by 72% vs plan and margin by 120% by working with customers to increase sales and decrease costs. Efforts lead to meeting every quarter’s financial and operational targets.
• Developed revised contractual requirements in collaboration with the customer to reduce costs by over $2 million dollars.
• Increased Net Profit by over $3.7 Million through cost reductions and increased sales.
June 2015 to April 2017: West Region Operations Leader, General Electric Responsible for the execution of all operations, sales, and major component work in the Western Region of General Electric Onshore Wind.
• Worked directly with customers to increase sales and margin on over $4.5 million in transactional sales jobs in the region by developing more efficient processes to meet customer needs.
• Managed efforts that led to the release of $1.1 Million in reserves from one of our largest wind sites.
• Consistently developed and implemented out of the box solutions to complex problems to include a plan to save +$1 million in contractual costs at one of the wind farms in the West Region.
September 2014 to June 2015: Wind Farm Site Manager, General Electric Direct all wind farm operations focus and develop strategies for improving the customer experience, increase revenue, and reduce the cost of service.
• Developed and executed a plan with the customer to increase site availability, while simultaneously decreasing costs and increasing CM resulting in the first availability bonus at the site in four years.
• With a significant increase in scope of work, designed and implemented a plan to reduce labor costs by $150,000 (15%).
• Developed a solution that increased sales from virtually zero over the course of 4 years to over $200,000 in 6 months
January 2013 to September 2014: Plant Manager, The Linde Group Responsible for all phases of plant operations for one of the largest medical gas plants in North America. Directly responsible for plant profits and losses (P&L).
• Developed customer realignment strategy that reduced plant costs by 30% and increased sales and revenue by 25%.
• Reduced overtime by 27% by developing extensive cross-training programs and building more effective routes.
• Developed a Just-In-Time program that allowed the reduction of plant inventory by $200,000.
• Increased EBITDA by over 30% from $940,000 to $1,260,000 while decreasing production and distribution costs and increasing customer satisfaction.
May 2010 to December 2012: Captain, Executive Officer, US Army Served as the second-in-command for two different 80-person Special Forces companies with over $20 million in equipment. Managed the financial, administrative, and logistical operations for 7 different units spread across central Iraq.
• Planned and executed a multi-million-dollar training operation for a Special Forces battalion with over 400 personnel in the New York City Area: the operation required the coordination of more than 40 law enforcement organizations across 3 states and the model developed is now used as the basis for all future operations by Special Forces Units.
• Created and administered the first of its kind financial program that allowed the facilitation of a large-scale operation. This program supported the disbursement of $150,000 in cash funds to personnel supporting the organization and currently serves as the standard for all Special Forces units and was considered for adoption Army-wide.
• Managed over $20 million in equipment and 80 personnel while maintaining the highest level of readiness in the organization.
• Selected to serve in two senior Special Forces officer positions designed for officers with higher rank and more specialized training.
• Restructured a $20 million operation that directly lead to the first passing inspection in over 6 years.
May 2008 to May 2010: Lieutenant, Operations/Project Manager, US Army Served as the project and operations officer for a 500-person unit in South Korea. Supervised eight personnel and responsible for the inspection, training, readiness and logistical operations for seven organizations.
• Rated the number 1 lieutenant out of 14 other officers.
• Planned and executed a successful 500-person battalion operation through the world’s third largest city (Seoul, South Korea) that involved the coordination and cooperation with multiple American and Korean defense and law enforcement agencies.
• Managed the organization’s command and control operations during an exercise that involved over 600 individuals and 15 aircraft from 2 nations with national press covering the event.
GILES HOHN
E: ------------ • M:------------ • Fort Collins, CO
------------/in/giles-hohn
BUSINESS MANAGEMENT PROFESSIONAL
Proven business leader with over 10 years of P&L management experience who has consistently exceeded all KPIs including operational and financial metrics. Managed cross functional teams consisting of over 100 personnel with over $60 million in P&L responsibilities while growing the business and attending Colorado State University’s MBA program.
Core Competencies Include:
Quantitative Data Analysis • Market Analysis • Business Development • Cost/Benefit Analysis • SEO Marketing • Employee Development • Strategic Planning • Conflict Resolution • Project Management
EDUCATION, TRAINING AND VOLUNTEERING
Colorado State University: M.B.A., Marketing Concentration, May 2019
Virginia Military Institute: B.A., International Studies, B.A., Spanish, Minor in History, 2008
U.S. Army: Ranger School, Airborne School, Special Operations Survive Evade Resist Escape (S.E.R.E.) School
MBA Advisory Council: Focus on identifying and implementing improvement opportunities for CSU’s MBA Program
PROFESSIONAL EXPERIENCE
May 2019 to Present: Owner Fort Collins Flyworks Started Fort Collins Flyworks to continue my education with focus on SEO, product marketing and brand development after completing CSU’s MBA program. The goal is to turn my passion (Fly Fishing) into a way to give back as 5% of our revenue goes directly to conservation efforts.
April 2017 to Present: Service Director, General Electric Direct operations and finances for 22 wind farms across 6 states. Directly responsible for regional P&L and over 100 employees.
• Responsible for $60 million in revenue and managing the relationship with four of GE Renewable’s largest customers at the Senior Executive level resulting in increased sales and additional long-term contracts.
• Increased Revenue by 72% vs plan and margin by 120% by working with customers to increase sales and decrease costs. Efforts lead to meeting every quarter’s financial and operational targets.
• Developed revised contractual requirements in collaboration with the customer to reduce costs by over $2 million dollars.
• Increased Net Profit by over $3.7 Million through cost reductions and increased sales.
June 2015 to April 2017: West Region Operations Leader, General Electric Responsible for the execution of all operations, sales, and major component work in the Western Region of General Electric Onshore Wind.
• Worked directly with customers to increase sales and margin on over $4.5 million in transactional sales jobs in the region by developing more efficient processes to meet customer needs.
• Managed efforts that led to the release of $1.1 Million in reserves from one of our largest wind sites.
• Consistently developed and implemented out of the box solutions to complex problems to include a plan to save +$1 million in contractual costs at one of the wind farms in the West Region.
September 2014 to June 2015: Wind Farm Site Manager, General Electric Direct all wind farm operations focus and develop strategies for improving the customer experience, increase revenue, and reduce the cost of service.
• Developed and executed a plan with the customer to increase site availability, while simultaneously decreasing costs and increasing CM resulting in the first availability bonus at the site in four years.
• With a significant increase in scope of work, designed and implemented a plan to reduce labor costs by $150,000 (15%).
• Developed a solution that increased sales from virtually zero over the course of 4 years to over $200,000 in 6 months
January 2013 to September 2014: Plant Manager, The Linde Group Responsible for all phases of plant operations for one of the largest medical gas plants in North America. Directly responsible for plant profits and losses (P&L).
• Developed customer realignment strategy that reduced plant costs by 30% and increased sales and revenue by 25%.
• Reduced overtime by 27% by developing extensive cross-training programs and building more effective routes.
• Developed a Just-In-Time program that allowed the reduction of plant inventory by $200,000.
• Increased EBITDA by over 30% from $940,000 to $1,260,000 while decreasing production and distribution costs and increasing customer satisfaction.
May 2010 to December 2012: Captain, Executive Officer, US Army Served as the second-in-command for two different 80-person Special Forces companies with over $20 million in equipment. Managed the financial, administrative, and logistical operations for 7 different units spread across central Iraq.
• Planned and executed a multi-million-dollar training operation for a Special Forces battalion with over 400 personnel in the New York City Area: the operation required the coordination of more than 40 law enforcement organizations across 3 states and the model developed is now used as the basis for all future operations by Special Forces Units.
• Created and administered the first of its kind financial program that allowed the facilitation of a large-scale operation. This program supported the disbursement of $150,000 in cash funds to personnel supporting the organization and currently serves as the standard for all Special Forces units and was considered for adoption Army-wide.
• Managed over $20 million in equipment and 80 personnel while maintaining the highest level of readiness in the organization.
• Selected to serve in two senior Special Forces officer positions designed for officers with higher rank and more specialized training.
• Restructured a $20 million operation that directly lead to the first passing inspection in over 6 years.
May 2008 to May 2010: Lieutenant, Operations/Project Manager, US Army Served as the project and operations officer for a 500-person unit in South Korea. Supervised eight personnel and responsible for the inspection, training, readiness and logistical operations for seven organizations.
• Rated the number 1 lieutenant out of 14 other officers.
• Planned and executed a successful 500-person battalion operation through the world’s third largest city (Seoul, South Korea) that involved the coordination and cooperation with multiple American and Korean defense and law enforcement agencies.
• Managed the organization’s command and control operations during an exercise that involved over 600 individuals and 15 aircraft from 2 nations with national press covering the event.