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MEYER 804-787-4332

5290 Glenharbor Lane, Mechanicsville, Virginia 23111

Facilities-Maintenance-Capital Construction-Project Management/ Planning Experience Leading Change/ Collaborator/ Budget Expert/ Regulatory Compliance/ Results Driven Strategic Financial-Human Capital-Technology Development & Management Leading People Best in Class Team Building/ Legendary Customer Service/ Influencer
Ive developed and implemented world-class facilities, maintenance, capital, project, and operations management programs in tandem with over performing teams that cut costs, generated revenue and improved quality in high volume industries. I have optimized pricing and profit margins directly impacting bottom-line results. My key skills include: Build coalitions and relationships internally/externally to achieve common goals Strategic change agent internally/externally exceeding organizational goals Implement an organizational vision in a continuously changing environment Decision making producing high quality results by applying technical knowledge, analyzing problems, and calculating risks Instituting rigorous facilities, repair/maintenance, construction, dispatch/service and project management standards for optimum productivity/profitability Managing large, multi-site operations and budgets over $350M Building, leading and motivating teams to outperform corporate/customer objectives

I am known for my leadership, work ethic, integrity and ability to positively impact tactical/strategic growth in both declining and expanding economic environments.

Selected Accomplishments
Cohesive integration of the regional maintenance and construction services team. Riverstone Residential had 5 directors covering a National footprint operating independently. Implemented rigorous National standards, policies, processes, and established accountable reporting systems that reduced operating costs 5% and increased profitability 10%. Reengineered the dispatch/service technician team, accounting, and IT departments. Eagle Energy Solutions was experiencing a death spiral of inefficient, unprofitable, and poor customer service results. Simultaneously addressed all deficiencies and turned over day to day operations back to owner/operator with 50% increase dispatch/service productivity, 25% cost procurement improvement, and 25% increase in service ticket revenue/profitability. Increased profitability and productivity of the service technician operations. Jones and Frank had 12 regional service branches operating independently. Implemented regularly scheduled financial reviews. Created and instituted performance reviews for greater technician productivity and accountability. Increased bottom line profitability 5% and reduced operating costs 10%. Developed new service tracking system. Upon joining Jones and Frank as VP of Services, quickly identified, developed, and implemented automated technician work order tracking system from cradle to grave. Saved 15% in labor costs, improved receivables 15%, and increased customer service 20%. Reduced maintenance costs. Fas Mart & Shore Stop Total cost of maintenance was meeting or exceeding industry benchmarks. Eliminated contract maintenance programs and negotiated time/materials cost program with 3rd party vendors. Instituted dispatch software management system. Cut costs 25% < industry standards. Integrated 150 sites seamlessly. With three acquisitions over two years, Fas Mart & Shore Stops locations increased by 150 sites. Upgraded equipment, software, POS systems, and re-imaged facilities into corporate platforms. Integrated all sites in record time/budget. Rated Best in Class by each oil companys brand standards.

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Instituted environmental compliance training program. Fas Mart & Shore Stop stores and dealer level environmental compliance/remediation results were below average. Implemented training program for all operators and management in six states focusing on environmental Best Practices. Program recognized as Best in Class. Optimized pricing & profit margins. Multiple acquisitions for Fas Mart & Shore Stops required a major overhaul of business. Co-created competitive fuel pricing system. Eliminated internal fuel transport system. Improved total fuel pricing margin with an industry leading 11.5 cent per gallon and increased fuel sales 10%+ YOY for two years. Installed aggressive fuel inventory controls. Fas Mart & Shore Stops fuel inventory controls were costing $2M+ per year of "silent shrink," resulting in fuel inventory paper losses. Switched to fully automated controls, utilizing automatic tank gage (ATG) technology along with major upgrades and process changes to 300+ stores in one year. Eliminated losses $1.5M/year. Lowered procurement costs. Fas Mart & Shore Stops Procurement of services, products, and equipment was not producing the lowest cost, balanced with the appropriate quality standards. Assessed situation, Created new position and trained new Procurement Manager, saving $2M in less than six months. Turned around struggling operation. Upon joining Family Express, inherited an operation that was severely underperforming in sales and profitability. Streamlined operation, realigned management roles, and set new goals. Developed a labor-modeling program, cutting labor costs 25% while increasing productivity and sales in six months. Reduced cash & inventory shrink dramatically. Family Express cash and inventory results were below top quartile of industry benchmarks. Created automated cash management system that reduced cash shrink to <.25%. Improved existing inventory management program, lowering inventory shrink to <1.15% of sales in 12 months. Led development of eight new concept stores. Existing large multi-unit McDonald's franchisor needed to design, develop, build, and operate eight new coffee bakery and travel store concepts. Designed and executed lay out. Coordinated bids and construction for build out. Recruited / trained management, and created SOPs with sites collectively achieving $3M+ sales in the first year.

Career History
Riverstone Residential, VP Maintenance National, 2013 to present, Nations largest multi-family housing management company. Provide executive operational and financial management responsibilities encompassing all repairs, maintenance and capital expenditures. Manage 30 staff and $60M budget with full P&L responsibility. Eagle Energy Solutions, Executive VP, 2012 to 2013, a full service electrical, energy management, lighting, HVAC, plumbing contractor / distributor, delivering legendary design, installation, repair, and maintenance of mechanical systems. Executive management responsibilities include operations, finance, marketing, sales, human resources, and IT. Provide visionary leadership, and manage tactical execution. Jones and Frank, $100M petroleum equipment service / construction provider, VP of Services, 2011 to 2012. Operational management for services and sales management of 12 regional branches. Builds and maintains key client/account relationships. Ensures and delivers best in class service. Manage 25 staff and $40M budget with full P&L responsibility. Fas Mart & Shore Stop Convenience Stores, GPM Investments, LLC, a $500M convenience store operator Senior VP, Facilities, 2004 to 2010. Directed repairs, maintenance, construction, major oil rebranding, best in class environmental compliance program, and capital expenses for 300+ company/dealer operated sites. Instituted computerized maintenance management system (CMMS) with smart Integrated Voice Recognition (IVR). Led procurement of goods/services. Managed staff of 12 and $15M budget.

Managed an internal centralized dispatch, internal technicians and third party vendors

Peter D. Meyer Page 3 Implemented Automatic Tank Gauge (ATG) Fuel inventory control program, achieving
one of the lowest fuel shrink rates in the industry.

Operating in six individual states, all with different set of regulations, transitioned a
moribund environmental program into a C-store industry leading environmental compliance and remediation program in 5 years. Senior VP, Market Development & Facilities Management, 2001 to 2004. Managed 275 company/dealer sites, including retail and wholesale pricing as well as directed all facility maintenance requirements. Led all contract negotiations for major oil and dealer wholesalers. Handled transport management, fleet sales, real estate portfolio, and commercial insurance. Managed staff of 15 and $12M budget with P&L responsibility.

Led and managed all capital expenditures/projects, ensuring timely completion within
or under budget, as well as a construction, major oil rebranding, and environmental compliance. VP, Petroleum, 1999 to 2001. Led 250+ company / dealer operated sites. Led contract negotiations, transport management, and fleet sales. Managed jobber fleet dispatch. Reorganized fuel department, reducing labor costs 10%+ annually. Ensured all environmental requirements. Managed five direct reports and $350M budget with P&L responsibility for 200M+ gallons of fuel with 11.5 cent per gallon plus gross profit margin.

Managed jobber fleet dispatch and transport for over 62 million gallons of motor fuels. Negotiated and implemented a five-year commercial carrier contract to replace jobber
fleet and integrate all company operations and dealer network distribution. Negotiated savings of 20%+ from posted common carrier rates.

Developed proprietary motor fuel analytical model to capture, analyze and maximize
volume versus margin goals. Model permits near real time pricing, cents per gallon, and total gross profit dollar contribution analysis and appropriate competitive market leadership responses. Director, Operations, Family Express ($60M retail and convenience store chain), 1997 to 1999. Directed Budget, P&L, and management responsibility for all operations, maintenance, and IT departments. Managed eight staff and $40M budget with full P&L responsibility.

Mystery shop scores exceeded industry standards by 10-15% consistently. Executed computerized labor budget and scheduling system to improve labor
productivity and efficiency. Reduced weekly labor plans 25% in six months.

Total shrink reduced to less than 1.15% sales in 12 months, a net reduction of .80%
Area Supervisor, Restaurant Management Corp., ($60M QSR and retail convenience store), 1995 to 1997. Led all aspects of operations for 24 unit McDonalds Franchisee. Designed and executed design lay out for in-store products and services for food service and C-Store categories. Managed and led 12 staff and $8M budget with full P&L responsibility. Achievements include:

Created an eight-unit chain business (two unique business profit centers) from the
ground up, with combined sales exceeding $3M (excluding McDonalds & motor fuels sales) in one year.

Generated gross profit margins exceeding 75% with baked goods and coffee was an
on-premise bakery, unique proprietary gourmet coffee and espresso bar franchise concept.

Recruited and trained 4 Store Managers, 4 Assistant Managers, and 2 Site Managers
to operate the eight business units in less than 8 months.

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Earlier career: Owner Operator, Plantation Pantry (retail specialty foods, convenience store and fuels). Started business from the ground up, growing to over $3M in sales with two profit centers. Built, hired, trained, managed, and mentored the operations, accounting and finance, marketing, maintenance, HR, IT, and food service departments. Accomplishments include:

Recognized as an industry leader in outstanding operations, sales, marketing,

consistently scoring over 90% for overall customer satisfaction as an independent Mobil Oil dealer

Charter member of Mobils Florida Marketing & Business Unit, Dealer Retail Strategy
Team. Developed, coordinated, and implemented system changes, benefiting customer, dealer, and Mobil Oil. Location was utilized as test site for the On the Run franchise concept.

Recognized regionally and nationally as one of the top performing retailers in the cstore, food specialty and motor fuel industry based on unit sales volume, and gross profit contribution.

Awarded the Best Small C-Store Companies in America by The Convenience Store
Decisions Magazine.

Education & Miscellaneous

MBA from Monmouth University with coursework from J.L. Kellogg School of Business (Northwestern University) BA from University of Connecticut PROFESSIONAL DEVELOPMENT Personnel Decisions International, Skill & Leader Competency Seminars Microsoft Office Products executive seminars McDonalds Hamburger U. business, marketing, & personnel coaching BP Amoco Architecture of Excellence University Franklin Covey/Microsoft Outlook integration training Effective Negotiating, Center for Effective Negotiating RECOGNITION 2003 Fas Mart Presidents Award Nominee (maximum financial & team building contributions) 2004 Fas Mart Presidents Award Recipient (maximum financial & team building contributions) 2005, 2002 Fas Mart Sterling Award Nominee (the go to employee for maximum financial & team building contributions) COMPUTER SKILLS Excel, Outlook, PowerPoint, Word, SharePoint, Go To Meeting, Solomon Microsoft Dynamics, HEAT by Front Range, PDI, Yardi