Jay Warnock 404-861-9307 jbw2855@gmail.com www.linkedin.

com/in/jwarnock OBJECTIVE
Management position in growth oriented organization leveraging my business acumen and skills in Operations Management, Acquisition Integration Management, Franchise Management, Process Improvements and Tools in order to: lead teams to exceed business goals for growth and to maximize profitability and performance while gaining market share; pre-plan activities to identify potential acquired talent for functional skills and compatibility while developing programs/systems to ensure smooth transition and gain competitive advantage; direct market development and focus on brand integrity and quality to build brand power in marketplace; employ best practices and benchmarking to prevent/resolve issues, elevate productivity and enhance effectiveness.

QUALIFICATIONS
Operations Management/P&L Acquisition Integration Mgmt. Business/Market Growth Lead/Motivate/Mentor/Train Organization Development Multi-Site/Unit Management Global Franchise Management Brand Awareness/Integrity Customer Relationship Mgmt. Turnaround Management Program Development/Mgmt. Market Feasibility/Sales Mgmt. Process Improvements/Tools Revenue/Profit Optimization Inventory/Fleet Management Business Transformation Strategic/Business Planning Best Practices/Benchmarking

EXPERIENCE
Regional Director, Franchise Operations Driven Brands (MAACO Franchising) Regional Field Manager Enterprise Holdings (EHI) Regional City Manager, GA, TX City Training Manager, GA City Manager, SC, NC ANC Rental Corporation City Manager, GA, SC Alamo Rent-A-Car Airport Manager, FL Avis Rent-A-Car 2012

2002 - 2011

1997 - 2002 1994 - 1997 1989 - 1994

EDUCATION and PROFESSIONAL

Bachelor of Arts in Business University of South Florida Technologies Microsoft Office Proprietary Revenue Management System Proprietary ERP System (Odyssey) Yield Management System Committees Odyssey ERP Development Task Force Odyssey Modernization Project Trained Trainers Odyssey ERP System Sales Revenue Management Yield Management

ACHIEVEMENTS Operations Management/Acquisition Integration Management

Directed operations for 70+ airport and in-city facilities in Southeast and Southwest with 70+ general managers with ~1300 personnel. Managed $200+ million budget; developed management training program; mentored and trained associates; adapted policies and procedures to fit locations; identified troubled locations/issues; initiated changes; turned around operations; led brand consolidation team for Alamo and National car rentals to identify redundancies, develop new staffing levels, integrate brands within single facility, branding standards, adapt facilities for service levels of each or single brand and recommend new quality assurance standards based on facility footprint. Results: Regions grew from $210 to $240 million in 2 years; brand consolidation saved $ 80 million; mentored associates promoted to city and regional management positions. Led conversion/integration effort in acquisitions of 40+ franchise organizations. Worked with VP to research franchise groups ripe for acquisition; developed target list; created valuation based on marketshare, historical performance, assets and demographics; forecasted growth; negotiated price; sent out letter of intent; sent out conversion call to 200+ associates; coordinated with departments e.g. accounting, information management, revenue management, fleet operations, legal, HR, A/P and A/R. Results: Ensured all operations turnkey at time of sale; acquisitions represented $270 million in revenue. Increased revenue $18 million annually and improved customer service levels. Evaluated/Revised scheduling at 4 locations to optimize staff during peak hours; recognized need to grow from 160 rental staging spaces to 400+ to accommodate high volume; developed unique arrangement with airport; negotiated use of retail spaces during peak hours. Results: Reduced overall customer wait times from up to 2 hours to 10 minutes; took advantage of competitors long lines increasing market share 4%. Turned around $28 million location to record profit quarter. Took over troubled location with low morale and spotty P&L history; conducted cost analysis; identified opportunities to reduce costs; evaluated staffing; released 50%; brought in staff from other locations to train and transition to new site; initiated team building activities; developed new fleet management strategy to reduce low yield vehicles with vehicles with higher profit margins. Results: Averaged 10%-12% profit quarterly and achieved 22% profit for single quarter; record for location stands today. Introduced concept of streamlining and automating financial reporting of franchisee network. Believed franchisees unreported earnings due to ambiguity paper worksheets; worked with IT to develop online tool to accurately reflect system revenue based on transactions; changed reporting cycle from monthly to semi-monthly; enabled corporate to provide numbers versus franchisees; provided mechanism to review and challenge. Results: Billings in first month up $3 million from prior month; averaged ~$2.5 million addition revenue monthly.

Franchise Management
Oversaw 350 franchise operations for 2 brands in US, Canada and Latin America. Initiated corporate brand integrity/quality assurance standards; aligned and revised corporate standards for delivering brand promise to customers; rolled out to franchise locations; collaborated with peers to evaluate/write new operational guidelines and policies to protect corporate exposure, clarify grey areas and address processes not considered or contemplated by prior versions; led new operational system implementation; traveled to 200+ locations to oversee conversion to single IT platform; wrote training standards and trained trainers; enhanced sales and franchise partnerships. Results: All locations achieved 100% on quality audits within 6 months; standardized policies and execution; saved $20.4 million by consolidating systems; improved operational capabilities; improved accounts from 20 to 50 for franchisees. Orchestrated change to standardize/elevate disparate operating styles among 55+ Latin American franchise groups to align with corporate business model. Took over after transfer of leadership from sales group; assessed needs, business practices, brand management, adherence to payment schedules in licensing agreements; forged relationships with owners; provided support and training; introduced brand standards. Results: Turned around underperforming businesses to current model; brought back brand integrity and payments into compliance; increased corporate revenue by $10 million. Spearheaded/Developed sales training programs for North and South American franchise locations. Built upon corporate training model re-tooling to optimize criteria/strengths, e.g. size, market, competitive position, product availbility based on locations; trained/coached owners,managment,and front line personnel on incremental sales, counter behaviors, customer service, pricing/ bidding strateiges and POS systems; reviewed effectiveness 90-120 days out. Results: Yielded increase of $ 8 million annually. Initiated dialog with corporate to co-develop oneway fleet tools and strategies. Understood issue of high costs to franchises and corporate after vehicle moved out of franchise territories; recognized need to develop mechanism to track movement and develop least expensive routes to return vehicles to destination origin; created tracking reports and database capture and plan routes and identify target customers travelling in home base direction. Results: Saved corporate on average $6+ million annually and franchises millions of dollars.

Process Improvements/Tools
Created/Implemented incremental sales tool for $1 billion company. Solicited input from top performing sales representatives; identified 12 key performance indicators and best practices; developed methodology and tools; distilled to 6 step process;created training modules; rolled out to field. Results: Enhanced sales performance; process still in use by all EHI companies. Rolled out yield management tools to to key franchisee groups. Worked with revenue management and information management departments to create portal for franchisee access; provided systems and analytical tools for capturing hsitorical data, trending, pricing, reservation billing, viewing competitive snapshots; devloped training module; conducted workshops on gaining access, how to maximize tools and how to report; led follow up sessions to reinforce learning and avoid unnecessary support. Results: Enabled franchisees to better manage revenue and optimize pricing and opportunity. Redesigned service process model. Analyzed staffing history compared to volume; revised scheduling and site responsibilities for 250+ associates based on peak hours and forecasted traffic; discovered redundancies in staffing causing inventory production deficit; developed new production matrix; consolidated processes; led team in improving quality assurance. Results: Improved productivity 15%; reversed failing quality score to average of 96% .