Mark Delaney
Tomball, TX
Work Experience
REGION VICE PRESIDENT & GENERAL MANAGER
2006 to August 2011
Manage P&L and business strategy for region with 40 branches throughout U.S. and Mexico, reporting directly to EVP North America and leading team of 300+ including six Area Managers and Country Manager for Mexico. Hold accountability for sales, revenue, expense, headcount/retention, productivity, return on capital, and $150M revenue target, as well as purchasing, safety/DOT compliance, service, and fleet repair/refurbishment. Manage $75M operating and $40M capital budgets.
Led diverse market, cost, acquisition, business development, and legislative initiatives to take advantage of early upsurge in market as well as to weather and emerge poised for growth from downturn that began in 2008, enabling region to exceed EBITDA targets in 2 of last 4 years:
● Leveraged lower price sensitivity of repeat customers and some market sectors with market segmentation strategy and North America Pricing Improvement Project that enabled region to grow revenues 17% and EBITDA 28% from 2006 to 2008, and increase EBITDA margins from 42 to 48% 2006 to 2009.
● Led cost reduction, process improvement/turnaround, and consolidation initiatives that increased gross margin from 52% to 59% from 2005 to 2009, and reduced SGA as percentage of EBITDA by 200 basis points from 2007 to 2009.
● Created innovative program to tap under-penetrated education market, leveraging cooperative purchasing contracts that enable sales based on best value versus lowest price to build strong business in Texas, while mounting offensives in Florida and California to address construction union opposition through code and regulation changes.
● Lobbied effectively and shaped legislation to positively affect modular building industry and grandfather assets in several states; served as Governor of Texas appointee to Industrialized Building Code Council for 8 years since 2003.
● Delivered $5M EBITDA increase in single year by leading relief efforts after Katrina and Rita.
● Built new branch operating network in Mexico to $21M USD revenues and $7M EBITDA, and drove further growth with acquisition of three competitors in Mexico.
Vice President/General Manager
1999 to August 2011
International rental services company specializing in providing commercial mobile offices, modular buildings, and storage containers to construction, Fortune 500, academic, industrial manufacturing, health care, and government markets across 21 countries in Europe and North America.
AREA MANAGER
2002 to 2006
Chartered by senior management to turn around area lacking processes and controls, and suffering from high employee turnover, low asset utilization, poor fleet quality, and safety issues. Reporting to Region Vice President with full P&L responsibility for 10 locations across central U.S., led team of 200+ toward achievement of expense, ROC, productivity and revenue ($100M) targets. Directed all aspects of operations including sales, service, fleet repair, purchasing, and safety activities.
Transformed operation with dramatic turnaround that increased area ROI from 15% to 18% and enabled team to exceed budget targets in both 2005 and 2006, by upgrading processes, tools, and team while leading entry into international market:
● Identified opportunity to turn obsolete assets that would have been impairment on books into revenue generator, researching and launching operation in Mexico that delivered profits in its first year and led to several acquisitions.
● Captured major government cooperative purchasing contract yielding $70M+ in revenues over 6 years.
● Increased utilization 800 bps by assessing, refurbishing, and rationalizing fleet, diversifying markets, and instituting tight controls on capital expenditures while ensuring team had assets needed to drive business.
● Boosted sales productivity 15% with market-specific initiatives, territory realignment, and sales process/technical training.
● Ignited education market revenues, driving 60% increase through focused solicitation and customized fleet product mix.
MAJOR PROJECTS MANAGER
1999 to 2002
Recruited to lead Major Projects Division for up-and-coming competitor to GE Capital, with charter to put in structure, processes, and metrics to drive profitability of this high risk/high revenue line of business. Reporting to Area Manager with P&L responsibility for $10M operation, led team of 7 direct/10 indirect reports in sale and execution of multimillion-dollar, turnkey modular building projects for Fortune 500 corporations, school districts, and Federal/State/Local governments.
Turned around division in disarray and in the red to become positive contributor with margins of 20%+, and established business model replicated across country and still in use today:
● Directed execution of 200K sf office construction project for Dallas FW Airport expansion, working successfully with very demanding yet cash-strapped customer in good faith effort that solidified relationship and opened future opportunities.
● Removed veil from P&L analysis, putting in basic controls, metrics, filtering revenues/costs to local branch P&L, and initiating strict estimating and pricing processes that set model for how business is done 10 years later.
● Guided operation through recessionary dip with judicious and focused headcount and expense reduction efforts.
● Avoided cost erosion or scope creep on projects, and helped drive margins by developing formal change order approval process, bringing in Controller to help manage costs, and establishing accountability to sales rep level.
GENERAL MANAGER
1999 to 1999
Houston, TX 1999
$3M construction machinery company (primarily Bobcat and Melroe products) serving construction industry clientele.
GENERAL MANAGER
Recruited by President of family-owned company to establish structure/processes, run, and grow small business lacking direction. Assumed full P&L responsibility for three locations, leading team of 10 direct/25 indirect reports and managing to $1M operating budget and $5M revenue target. In just 8 months, set company on right path and positioned it for sale:
● Increased 20% market share to 35% in 90 days by upgrading sales team and putting performance metrics in place.
● Drove 60% sales and 22% margin increases by establishing KPIs for sales, service, and operations.
DIRECTOR OF SALES
1997 to 1999
Promoted to fill void in sales management leadership as company was undergoing extensive restructuring and integration of sales operations into vertical market segments, holding responsibility for management, training, and development of 100+ inside/outside sales force. Reporting to VP of Sales, worked cross-functionally through influence to ensure market-specific sales force knowledge and training and development of unique value propositions for each market. Results include:
● Drove sales productivity by implementing market segment training and training outside team to maximize face time with customer, divide territories into manageable quadrants, and analyze customer base to focus on best opportunities.
● Ignited dramatic upswing in quote to close ratio for both inside and outside sales teams by developing KPIs and setting targets for prospecting, activity, revenue generation, and units moved, all customized for different verticals.
● Transformed inside sales team from order takers to true sales professionals. Built dynamic team by focusing recruitment on those with high energy and enthusiasm and not necessarily sales experience-~25-30% eventually went on to outside sales and remain in industry today as highly successful sales professionals.
1986 to 1999
North American market leader in mobile office/modular space, serving education, construction, commercial, and industrial markets.
REGION SALES MANAGER
1993 to 1997
Promoted to regional sales management role in market of severely depressed pricing while industry was consolidating and as GE Capital made four large acquisitions that instantly doubled size of business and multiplied market share. With Branch Managers as direct reports, managed sales and operations for 15 branches on West Coast in this General Manager-like role with compensation based on P&L. Honored as member of Masters Club in both 1995 and 1996 for outstanding performance.
● Consolidated So. California branches from four to two, reducing overhead and right-sizing staff to deal with market.
● Focused on customer retention and leveraged greater market share to improve pricing position, gradually escalating rates on rental assets with improvement in economy.
● Diversified business base by penetrating education market in California, taking advantage of opportunities in relief efforts, sales, and services presented by Northridge earthquake in 1994 to grow business.
● Dealt with politics and FEMA/State red tape in negotiating major contract with California State University Northridge that had been devastated by quake, putting ~550 modulars on site to rebuild campus in time-critical installation.
BRANCH MANAGER
1986 to 1993
Beginning as Sales Representative in Austin, Texas, accepted challenge after just 7 months to launch brand new location in Jackson, Mississippi, and after 15 months took on underperforming larger branch in Dallas, Texas. Finally was entrusted with largest branch in country at time, Houston, Texas.
● Captured coveted Masters Club honors for management performance in three consecutive years.
● Launched branch from start-up to profitability after first year, building base to ~150 units on rent.
● Turned around branch suffering from low utilization, poor asset quality, and low penetration with customer base and market by setting quality metrics for fleet, restructuring sales team, and focusing on obtaining large accounts.
Education
Bachelor of Business Administration in Marketing
1985
