Escolar Documentos
Profissional Documentos
Cultura Documentos
Jordan V
Glen Ridge, NJ 07028
862.684.0155
william.the.fifth@me.com
linkedin.com/in/williamthefifth
Build start-ups commercial infrastructures from the ground updriving long-term growth and
profitability. Combine big-picture thinking with rigorous execution.
Craft brand identities that position products and companies to capture #1 category positions.
Communicate across logos, taglines, ads, marketing, trademarks, media, trade shows, and conferences.
2011 - present
2013 - present
2011 - 2013
As the 8th person to join this now 178-person manufacturer of recycled plastic building materials, created
from scratchbrand strategy and fully-functioning commercial infrastructure.
In four years, enabled Axion to become the upstart David to the Goliath of traditional timber, concrete, and
steel railway tie manufacturersgrowing from <$.75M in revenue and three customers to $14.5M and 70
customers. Attained #1 position in composite rail tie category and became the standard by which all other
rail tie manufacturers products are measured throughout US, Australia, New Zealand.
Established B2B focus: Transformed company that had been responding uniformly to every B2B and B2C
requestno matter the opportunitys low ROI, such as four 2x6 boards for residential decks. Refocused
exclusively on much more profitable B2B customers, such as public transit agencies.
Created customer focus: Reorganized company from making products customers might buy to solving
customers unique problems with custom-built solutions based on existing Axion product lines.
Integrated design, engineering, manufacturing, and sales to maintain this focus.
Maximized profitability in two ways: 1) higher prices for higher-valued, customized products, and 2)
more sales per customer of expanded product offerings. Turned rail customers (65% of Axions revenue)
from -10% to +25% margins.
Multi-year brand awareness-building and marketing campaigns contributed to 23X customer acquisition
and >90% YOY customer retention.
Developed TESTED, PROVEN, SUPERIOR brand message to distinguish ECOTRAX Composite Railroad Ties
from its less rigorously tested, and often failed, competitors. Grew ECOTRAX brand as main driver of
Axions business. Expanded product line from <$.5M to $10M.
Created ads, trade show booth designs, brochures, logos, and videos using Adobe Premiere Pro,
Illustrator, InDesign, Photoshop; and Cyberlinks PowerDirector.
[Axion continued on next page]
Designed workflow that started with lead generation and ended with product delivery and technical
installation support. Led finance, manufacturing, and sales to agree on communication points
throughout workflow, including each sales opportunitys probability and projected revenue.
Partnership and distributor negotiation and expansion
Excelled at forging international partnerships due to in depth research on regional variations in macro
and micro economic factors (eg, local trade agreements), listening carefully to customers needs, and
patiently engaging in multi-year negotiations to meet thoseas well as Axionsneeds.
For example, New Zealand and Australias lumber scarcity and wood preservatives ban made them
ideal markets for composite rail tiesand won Axion a 3-year, $8M deal with KiwiRail.
IP and trademark development
Created unique brands and registered trademarksECOTRAX and STRUXUREthat provide consistent,
easy-to-understand ways to publicly communicate Axion products value and offer legal protection.
Established and manage licensed patents and trade secrets to shape manufacturing processes and
further distinguish Axion from competitors. Lead IP prosecution efforts in Australia and New Zealand.
Designed, rolled out, and managed several integrated technology systems: Microsoft Office 365
Enterprises full suite; RingCentral VoIP system; centralized, easily accessible online library for all
corporate documentslegal, sales, marketing, technical. Generated efficiencies and cost savings by
minimizing data loss and security risks and maximizing employee participation.
2008 - present
Co-built marketing (brand, tag line, logo, bottle label), production, sales, distribution, and operations.
Won Sam Adamss 2016 Brewing and Business Experienceship year-long mentorship prize because of
Flounder beers uniqueness, receipt of three Peoples Choice awards, brand narrative as captured in
Experience Our Beer tagline, and potential for growth.
Currently leading financing efforts to support new growth plan and raise major capital. Created tiered
investment modeling and deliver presentations to potential investors.
2007 - 2008
Founding Member
Founded consultancy to help companies increase profitability using triple-bottom line business practices:
social, environmental, and financial. Worked primarily with California produce farmers (growers, packers, and
shippers) to improve inefficient on-site storage and transportation to distribution centers and groceries.
Generated >50% IRR on capital with recycled-plastic shipping equipment rental model. Freed up capital
that would otherwise have been invested in quickly-depreciating wooden pallets, boxes, etc. Also
provided ERP supply-chain management.
Closed firm when recession caused most companies to scale back on innovative logistics practices.
Abercrombie & Fitch, southern Connecticut district
District Manager
1998 2001
Promoted seven times in three years and became second youngest to achieve district manager. Managed 10store district generating $29M in annual revenue with 300 employees.
Recruited, trained, and groomed store managers, motivating them to increase same-store sales by 14%
YOY, double the company average. Zeroed in on the right people for the jobsmart, energetic, and
willing to work long hours, but also funny and laid-back enough to thrive in unforgiving retail sales.
Led by treating employees as equals, regularly seeking their opinions, and building trust. High-performing
teams held each other accountable. High morale reduced shrink rate by over 50% in just six months.
Developed innovative staffing model to deal with seasonal variations in buying. Replaced never-ending
layoff/recruit/hire/train cycles with carefully adjusted, consistent number of per-store employees and peremployee hours. This smoothed out payroll budgets and maintained lively, self-driven atmosphere.
Volunteer Leadership
2012 present
2009 2012
Education
2006