Daniel Kuhlman, Experienced Executive/Entreprenuer - Ready to execute your Strategy, Marketing, General and Project Manament goals.
Daniel Kuhlman's Bio:
Daniel Kuhlman is a versatile, creative and analytic executive with a global mindset. He can both produce individually and lead teams. He has over 20 years experience with 12 years as President/Entrepreneur for his own start-ups, 5 years as a Regional Sales Manager/Marketing Director for a Fortune 500 company, and 4 years as a US Army Airborne Paratrooper. He received my MBA from Carnegie Mellon University, a top ranked international business school. Daniel has just acquired his PMP credential from the Project Management Institute.
Daniel Kuhlman's Experience:
Career Reinvention - Strategy Management, Project Management at Seeking the right opportunityMay 2013
I have made this permanent transition from the US to Europe and am using this time to focus my attention on building a superior personal brand through certification and additional learning opportunities and translating that to my new environment. I have just completed my PMP credential and am seeking certification in Marketing with the European Marketing Confederation and in Strategy with the Association for Strategic Planning.
President/Founder at Tastes IncMarch 2006 - December 2012
A multi-unit restaurant group; Up to 19 full time employees Recognizing an emerging market and the potential for a wine bar franchise, I benchmarked, validated and created a business plan. I designed, financed and managed the build of the first operating unit in 8 months from concept to grand opening. The second unit was open 18 months later. I operated two limited service wine bars with combined annual revenue up to $414,000. They were awarded "Best Wine Bar" 2007, 2009 & 2010. In 2010, in spite of the global economic downturn, I succeeded in increasing net income 6% while revenue fell 12% by implementing cost control measures after identifying the permanent systemic economic shift. in 2011, I converted one unit to full service operations, achieving first month sales of $83,000 to execute an exit strategy. In 2012, both units were sold to complete the exit. To build the operating units and full service conversion, I project managed, initiated, planned and executed three builds on-time and on-budget with a total combined spend of $535,000. I handled all major operational responsibilities including - Accounting, Budgets, Finance, P&L, Cash Flow, Marketing, Multi-Unit Management, HR, IT, Process Improvement, Corporate Compliance, Safety, Facilities, Inventory, Purchasing, Menu, Pricing, Site Selection, Project Management, Leasing, Contracts, Permits, Licenses, Compliance.
Regional Sales Manager at Union Pacific RailroadMarch 2003 - March 2005
Five major accounts with over $82 million in annual revenue plus 4 regional offices. I increased sales 24% from $58 million to $72 million in first 12 months on the territory by growing one account from less than $1 million to $8 million plus organic growth on 9 other regular accounts. As part of a targeted asset based motor carrier channel partner initiative, I negotiated a $5-10 mil contract with US Xpress. I developed a new account to ranked #13 out of our top 50 within 16 months. Responsibilities included - Customer Training, Customer Service, Accounts Receivable, Presentations, Customer Engagement, Contract Negotiations, Pricing.
Director Business Development at Union Pacific RailroadJune 2000 - March 2003
Promoted from Senior Business Manager 2001; 1 full-time and 1 part-time staff I designed and executed phase 2 of a $65 million end user analysis and market segmentation for a direct channel marketing plan. Phase 3 took place after I left and was executed without causing existing channel conflict and yielded over $220 million in additional revenue exceeding target by 238%. I consolidated Mexican shipping container product mix from 6 to 3, increasing market place acceptance and created customer training and end-user marketing materials to support the introduction. I identified systemic A/R issues; recommendations required a six-sigma project that would have increased collections by more than $2 million per year and co-authored functional specs for an online Intermodal Storage Management application saving $3 million. I was selected as a Marketing and sales Top 10% Performer 2001-2003. I was responsible for - Channel Development, Market Analysis, Marketing Plans, Project Management, Marketing Support, e-Commerce Specification, Web Content, Customer Training, Presentations.
Senior Business Intern at GENCOJune 1999 - August 1999
A $110 mil, privately held, 3rd Party, Forward & Reverse Logistics Provider I performed a strategic capabilities assessment, competitive analysis of 95 third party e-commerce, product fulfillment and 25 internet capable call centers. Researched and outlined critical service functions for use in marketing and strategic acquisition plans. From this I created a targeted acquisition list, presenting to CEO/Owner and senior staff a prioritized short-list of acquisition/alliance candidates After completing this project, I created and implemented a process improvement plan for a 12 member reverse logistics call center team. This team monitored performance of 240 motor carriers and compliance of over 2000 Sears stores during the start-up phase of this project. The processes and a detailed daily/weekly report of carrier and customer service issues for senior management resulted in a more efficient work flow and decreased variability in handling incoming orders.
Supply Sergeant at US Army, 82nd Airborne DivisionJune 1994 - June 1998
18-hour, no-notice deployment airborne unit; Up to 4 full time staff. I was promoted three times in 19 months, achieving rank one month after minimum eligibility. While with the LRSD (Long Range Surveillance Detachment) and HHC (Headquarters Company) for the 82nd Airborne, I implemented a computer inventory control process and accounted for over $13,000,000 of equipment with no losses, I managed security of over $1,000,000 in weapons. I established maintenance policies & training programs, increasing arms room readiness rating from 80% to 96%. I coordinated financial planning and funds control for $100,000 annual budget. I eliminated over 300 obsolete inventory lines without effecting readiness. I graduated from Jumpmaster School and supervised pre-jump training and actions on board Air Force aircraft of 60 personnel during multiple high-risk, accident-free airborne parachute operations. I was responsible for - Inventory, Turn-ins, Requisitions, Transfers, Property Accountability, Budgeting, Security, Training, Planning, Vehicle Maintenance Scheduling, Inspections, Purchasing, Field Support (450 personnel).
President/Owner at Kuhlman ConstructionSeptember 1989 - June 1994
A sole-proprietor construction and rental management company - up to 1 full-time staff In addition to managing smaller jobs, I project managed, initiated, planned, financed and executed three multifamily housing projects on-time and on-budget with a total combined spend of $227,500. All properties were liquidated by 2002. I was responsible - Accounting, Financing, Project Management, Site Selection, Permitting, Subdividing, Property Management, Equipment & Facilities Maintenance, Purchasing.
Daniel Kuhlman's Education:
Carnegie Mellon University - Tepper School of Business1998 – 2000MBA (MSIA)
Excelsior College1981 – 1986BSConcentration: Art
Daniel Kuhlman's Interests & Activities:
• Cooking • Wine • Art • Mountain/Road biking • Skiing • Yoga and Fitness • Toastmasters International/Public Speaking • Personal Development • American Muscle Cars • Skydiving Class B (not current) • Private Pilot (35 hours, not current)