DANIEL J. GELLER 7411 NOLAND, SHAWNEE, KS 66216 H: (913) 962-7270 ~ dg1ae2dfc@westpost.

net ~ C: (816) 507-0863 EXECUTIVE SALES/OPERATIONS Results-driven, tenacious, top-producing professional with more than 20 years of senior-level sales, operations, and P&L management experience in the capital ma nufacturing, distribution, industrial/OEM, and material handling industries. * Consistently exceeds goals/objectives to attain double-digit sales/net income growth through innovative strategies that expand market penetration and brand id entity. * Possesses strong technical expertise through hands-on experience. * Builds and leads strong sales/operations teams with emphasis on collaboration and team-sales concepts involving all departments in sales process to maximize p rofitability. * Cultivates solid, lasting relationships with clients and vendors that ensure f uture, profitable business opportunities. * Able to position organizations to meet demands of expanded growth and increase d market share. * Identifies inefficient processes and establishes more effective solutions that increase productivity and reduce unnecessary expenditures. * Quickly adapts to new applications; Certifications include Six Sigma Green Bel t. Areas of Expertise P&L Accountability ~ Finance ~ Forecasting ~ Budgeting ~ Strategic Planning ~ Ac quisition Analysis ~ Product Sales Business Planning ~ Direct/Distributor Sales ~ Market Identification/Analysis ~ Turnaround ~ Change Agent Key Account Development ~ Negotiations ~ Relationship Cultivation ~ Recruiting ~ Hiring ~ Leadership Motivation ~ Mentoring ~Training ~ Process Improvement ~ Problem Resolution PROFESSIONAL EXPERIENCE BUSINESS CONSULTING, Kansas City, MO 2011 - Present Start-up Consultant: Aided start-up organizations, such as Baraca Holdings Corp. and U-Turn Automotive, in gaining investment financing and establishing themsel ves in the market. . MAC EQUIPMENT/CLYDE MATERIAL HANDLING (NOW SCHENCK PROCESS GROUP) Kansas City, MO 2002 - 2011 Executive Vice President: Directed all operations and strategy development for s taff of 10 direct reports, 80 domestic sales/marketing staff, and 24 manufacture rs' reps with 100 sales personnel reporting to them for a capital equipment comp any offering pneumatic conveying equipment, industrial dust collection, and cust om automation products. Developed sales/marketing campaigns targeting the food, agriculture, cement, mining, petrochemical, chemical bio-fuels, metals/minerals , and building products markets. Reported directly to the President and CEO. S erved as point person for all jobs valued at more than $1M. Assumed position on the Global Executive Committee, overseeing all operations (e.g., manufacturing, finance, and HR), as well as on the Board of Directors of Clyde Brazil. Establ ished and maintained budget and conducted monthly, quarterly, and annual forecas ting; facilitated related meetings. Hired, trained, and managed employee develo pment of all staff via outside and internal resources, promoting from within whe

never appropriate. Traveled within region to meet with key customers/opportunit ies. * Drove sales from $42M to more than $110M sales between 2002 and 2010 by consis tently exceeding North American operating objectives. * Grew manufactured sales by more than 20% annually, through efforts including g round-up marketing campaign to reintroduce the MAC brand. * Expanded annual parts/components revenue to between $5 and $13M. * Introduced and led the GCC (Global Customer Council) to oversee sales plan dev elopment for key global customers. * Originated a Team Selling concept involving the use of all available resources (key engineering, control, and mechanical personnel) to sell the company as a w hole, rather than strictly sales people; offered advantage of having a team goin g into a sale, not just an individual. DANIEL J. GELLER ~ dg1ae2dfc@westpost.net ~ PAGE 2 PROFESSIONAL EXPERIENCE (Continued) * Established goal reporting program for manufacturers` reps, implementing a gro und-up budgeting process involving reps` buy-in and an agreement regarding expec tations for each. * Devised an innovative bonus plan directly tied to individual and company perfo rmance; regional managers/industry directors also had bonuses tied directly to t heir goals. * Acquired the organization`s largest orders, including Power Packaging (General Mills) valued at $16M, Mitsubishi Heavy Industries at $13M, and Imperial Sugar at $20M. * Restructured sales organization by region and industry to avoid regional/indus try managers` duplication of efforts and associated miscommunications, resulting in a more organized, streamlined approach to business development. * Attained significant growth by replacing underperforming, long-term manufactur ers` reps with high-functioning personnel. * Upgraded internal sales people with ability to drive the business to managemen t positions where their potential could make a positive overall impact on the co mpany`s bottom line. HUTTIG BUILDING PRODUCTS, Kansas City, MO 1999 - 2002 Vice President of Builder Resource: Directed all direct sales and distribution e fforts to builder market, developing strategic initiatives to expand market pene tration and increase revenues. Led 412 employee organization comprised of 13 br anch locations across six states. Hired, trained, developed, and mentored staff of 16 direct reports. Assumed P&L accountability for sales, marketing, operati ons, and distribution functions involving branch operations generating $150M. O versaw all activities for $40M operating budget. Conducted thorough analyses of sales/profit performance relative to programs, services, and products. * Increased revenues from $116M to $123M within two years through regional acqui sition identification, contact, and analysis. * Coordinated process standardization and branch operations restructuring to ens ure corporate model compliance and centralized multiple operations within compan y headquarters. * Saved $1.7M annually by replacing six branch general managers with more produc tive personnel and reducing overall staff of 600 to 412 without affecting sales/ service levels. * Decreased operating expenses by 21%, which increased operating gain by $2.1M. * Boosted cash flow by 40% year over year. GE SUPPLY, Elmhurst, IL/Omaha, NE/Phoenix, AZ 1984 - 1999 District Manager, Phoenix, AZ (1998 - 1999): Led the Southwest territory (Phoeni x, Tucson, Albuquerque, El Paso, and Las Vegas) valued at $110M, directing all P

&L, sales, marketing, operations, and distribution function efforts with an oper ating budget of $19M. Reported to the president of GE`s West Coast operations. Maximized corporate profit and performance objectives. * Directed the 1999 acquisition of Presco, a $40M distributor with six AZ and Me xico locations, conducting all analysis, due diligence, and consolidation effort s. General Manager, Phoenix AZ (1995 - 1998) ~ Branch Manager, Omaha, NE (1991 - 19 95) Industrial Sales Manager, Outside Industrial Sales Rep, Elmhurst, IL (1986 - 199 1) Inside Sales Manager, Inside Sales Representative, Elmhurst, IL (1984 - 1986) EDUCATION NORTHERN ILLINOIS UNIVERSITY, DeKalb, IL, Bachelor of Liberal Arts Professional Training GE MANAGEMENT SCHOOL, Crotonville, NY Executive Management, Management Development, and New Manager Development course s