gena rodriguez

Demonstrated track record of consistently combining sales and management abilities with sound business practices to position clients for long-term growth and profitability. Reputation as a highly motivated self-starter with strong communication, persuasive presentation, negotiation, and sales closing skills. Proven abilities in customer relationship retention, quickly achieving sales quotas, and utilizing a proactive approach to problem solving.

“Continuing Increase of Customer Satisfaction” Apria Healthcare – 2005-2007 As a Branch Manager at Apria Healthcare, I was responsible for the total profit and loss for a $6 million net revenue branch. I monitored staff levels, expenditures, asset equipment utilization, and inventory levels with the goal of maximizing profits. I implemented the SOX program to maintain integrity of assets, resulting in reduced inventory shrinkage and inventory accountability. In my capacity as Branch Manager, I increased the Press Ganey satisfaction scores by 2%.

“The Benefits of Team Consolidation and Centralization” Owens & Minor, Inc. – 2003-2005 As the Area Manager, Inventory Management, at Owens & Minor Inc., I managed and oversaw all aspects of distribution services and operations. I consolidated multiple branches and departments throughout Los Angeles, Phoenix, San Diego and Hawaii, and centralized them into one department in order to better manage my team. I supported sales, customer service, receiving, inventory control, shipping, and transportation departments to meet customer expectations and excel in relation to service, on-time delivery, fill rates, and inventory quality control.

“Director by the Age of 30” Cardinal Healthcare, Inc. – 1997-2002 I had achieved great success by the age of 30 by becoming the youngest Director of Operations and Procurement at Cardinal Healthcare, Inc. As Director of Operations, I co-wrote the operations manual in the areas of inventory control and purchasing, which resulted in one best practice for all business units. I managed and oversaw the successful execution of the company Y2K program by working with significant channel partners. As the Director of Procurement, I increased the Press Ganey patient satisfaction survey rating by 1% in the areas of service level and product availability. I lead the implementation of a private label standardization program, which resulted in high quality products from preferred suppliers, high fill rates to customers, and an increased sales and market share to supplier partners.

“My Start in Management” Bergen Brunswig Corporation (Amerisource) – 1996-1997 I moved on to the position of Merchandise Manager for Bergen Brunswig Corporation. In this position, I managed centralized replenishment functions for 300 suppliers for 32 operating locations. As Merchandise Manager, I increased inventory turns from 8 to 10 turns a year. Supplier service level increased from 94% to 97% during my tenure as manager. I established a quarterly return program with key suppliers returning $6 million with the initial return with nominal restock fees.

“The Importance of Team Organization” Phoenix Marketing Services – 2007-2009 My first order of business was the reorganization of the inventory control, shipping, picking and fulfillment departments. Immediately as Director, I recreated the job descriptions of the members of my team. I worked to create a hierarchy to increase the roles, responsibilities and accountability of my team members. As a result of this reorganization, productivity increased dramatically. I was responsible for pre and post implementation tasks for a conversion to a WMS (Manhattan Associates). Tasks included a complete retrofit of the warehouse and a new naming convention for locations (increasing pallet positions by 25%). I spearheaded a housekeeping program (the “Golden Broom Award”) in the logistics and inventory department, with an emphasis on inventory accuracy and teamwork.

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