“When Processes Stop Evolving, Businesses Stop Growing.”
Challenge yesterday’s methods. Improve today’s operations. Innovate for tomorrow’s success. - Troy Bossert

I Help Businesses Grow, Operate Smarter, and Turn Operational Challenges into Measurable Results

Businesses rarely fail overnight. More often, they begin to stall. Sales slow down, expenses increase, processes become inefficient, communication breaks down, and management teams spend more time reacting to problems than preventing them. Many companies become so focused on their daily operations that they lose sight of the opportunities sitting right in front of them.

That's where I come in.

I've built my career helping businesses overcome these challenges through stronger management, strategic sales development, operational improvements, technology, and accountability.

My experience spans business administration, sales, warehousing, logistics, supply chain management, business development, and executive leadership. I've worked with companies experiencing rapid growth, organizations struggling with inefficient operations, and businesses needing a complete operational turnaround. I've also built and operated my own company, giving me an understanding of what business owners face when they're responsible for revenue, expenses, employees, customers, and profitability.

I don't believe in making changes simply for the sake of change. I believe in understanding how a business operates, identifying what is holding it back, and implementing practical solutions that deliver measurable results.

Turning Inefficiencies into Measurable Improvements

Throughout my career, I've demonstrated that meaningful improvements often come from looking at existing processes differently.

At ABB, I helped transform warehouse and logistics operations through process redesign, technology, improved inventory controls, and stronger operational accountability.

Some of my accomplishments include:

Increased inventory accuracy from 25% to 95% through improved procedures, inventory controls, and accountability.
Implemented more than 15 process and policy improvements across warehouse and logistics operations.
Increased picking speed by approximately 300% by replacing manual processes with a scan-to-pick system.
Reduced average picking time from approximately seven minutes per part to 30 seconds through consolidated picking methods.
Developed a warehouse optimization strategy that increased capacity by 25%, creating approximately 1,700 additional storage locations.
Consolidated approximately 55% of warehouse materials to improve space utilization and operational efficiency.
Implemented RFID inventory tracking, GPS shipment monitoring, and electronic dock scheduling to improve operational visibility.

These improvements weren't simply about making warehouse employees work faster. They were about creating processes that reduced wasted time, improved accuracy, controlled costs, and allowed the business to operate more efficiently.

I Believe KPIs Should Drive Decisions, Not Just Fill Reports

One of the biggest mistakes I see companies make is collecting performance data without fully understanding what the information is telling them.

A company can have dozens of KPIs and still struggle with productivity, missed deadlines, excessive labor costs, and poor service.

Knowing that performance is declining is not the same as understanding why it is declining.

My approach is to move beyond surface-level reporting. I examine the underlying causes of performance trends, whether those involve staffing, workflow design, inventory accuracy, carrier performance, customer demands, systems, or management practices.

I use tools such as Power BI to build measurable performance frameworks that help management identify problems early, understand their causes, and take corrective action before those issues grow.

At ABB, I developed 22 KPIs for third-party logistics performance and incorporated those expectations into contractual agreements, including financial accountability provisions.

My philosophy is straightforward: If a process matters to the success of the business, its performance should be measurable, understood, and managed.

Building Teams, Developing Leaders, and Managing Operations at Scale

I've had the opportunity to lead operations ranging from small businesses to some of the largest distribution environments in the country.

At World Class Distribution, supporting Trader Joe's, I helped lead the opening and operational ramp-up of a 1.2-million-square-foot distribution center.

My responsibilities included overseeing more than 1,200 employees and 75 management and supervisory leaders, coordinating multiple departments, building leadership teams, implementing operating procedures, and supporting the successful launch of a major distribution operation.

The facility supported a 52-store distribution network, achieved 99.99% inventory accuracy and 99.98% on-time delivery performance, and handled peak volumes of approximately 210,000 units per day.

I also helped implement 12 automated guided vehicles, improving putaway efficiency by 50%.

These experiences taught me that successful operations require more than strong systems. They require the right people, clear expectations, capable leadership, effective communication, and consistent accountability.

I believe one of a leader's most important responsibilities is developing other leaders who can build successful teams and sustain improvements long after they are introduced.

Growing Revenue and Building Successful Sales Organizations

My experience extends well beyond warehousing and logistics.

I've held senior leadership positions in sales, business development, operations, and general management, where I've been directly responsible for growing revenue, acquiring customers, managing budgets, negotiating contracts, and improving profitability.

At Care Advantage, as Director of Operations and Sales, I helped transform a staffing division through improved recruiting, sales development, customer relationships, and operational processes. These changes contributed to a 75% revenue increase in the first full month and an overall 180% revenue increase.

At Skillforce, I managed sales and operations for a business generating approximately $750,000 to $1.2 million in monthly revenue. I developed sales teams, secured major customer contracts, implemented recruiting improvements, and managed financial performance.

As the owner of AFL Supply Chain Management, I built a third-party logistics business that generated $1 million in revenue within its first six months and grew to $2.5 million in its second year.

Earlier in my career, at A&Z Trucking, I helped grow sales operations, expand the company's geographic footprint, develop new customer relationships, and improve on-time delivery from 92.5% to 98.5%.

I understand that operational efficiency and revenue growth must work together. A company cannot sustain growth if its operations cannot support the additional business, and operational improvements have limited value if they do not ultimately support customers, profitability, or long-term business success.

Using Technology, AI, and Custom Applications to Solve Business Problems

Technology has become an increasingly important part of how I approach business improvements.

I have extensive experience working with enterprise warehouse management systems, including SAP WMS and GOLD WMS, and implementing practical technologies that improve how employees communicate, track information, and complete their work.

I've introduced RFID tracking, scan-to-pick systems, GPS shipment visibility, cloud-based appointment scheduling, and digital performance reporting.

But I've taken my technology experience a step further.

I've personally built three applications designed to address everyday business and operational challenges:

1. Warehouse Translator Application

Developed to improve communication between English-speaking and Spanish-speaking employees on the warehouse floor. The goal is to reduce language barriers, improve the understanding of instructions, and make communication between teams more effective.

2. Logistics Truck Bidding Board

A platform designed to manage spot-load transportation opportunities by providing a centralized process for truck bidding. It is intended to improve carrier communication, organize freight opportunities, and support more competitive transportation decisions.

3. Interactive Cross-Departmental Operations Flowchart

An application designed to improve communication, visibility, and accountability across departments. It allows teams to better understand how work progresses through Planning, Ordering, Receiving, Picking, Production, Packaging, Staging, and Shipping.

Rather than having departments operate independently with limited visibility into one another's activities, this application is intended to create a more connected operational environment where leaders can identify delays, communicate priorities, and address issues earlier.

These applications can be explored at https://wwrs.online.

I also make extensive use of artificial intelligence tools, including ChatGPT, Gemini, Microsoft Copilot, Claude, and ABB's internal AI system, ABBY.

I use these technologies to accelerate process development, create SOPs, evaluate operational problems, develop training materials, analyze information, and identify opportunities for improvement. I am also pursuing Google's AI Certification to further expand these capabilities.

I don't view AI as a replacement for experience or sound management judgment. I view it as another tool that allows experienced leaders to work faster, make better-informed decisions, and develop solutions that would otherwise take significantly more time.

Bringing Business Knowledge and Practical Experience Together

My educational background includes an MBA, a Master of Science in Accounting, a bachelor's degree in Business Administration, and a bachelor's degree in Computer Information Systems, which I earned summa cum laude with a 3.97 GPA.

This combination of business, financial, operational, and technical knowledge allows me to evaluate business challenges from multiple perspectives.

I understand how sales generate revenue, how operations fulfill commitments, how inefficient processes create unnecessary costs, how financial decisions affect profitability, and how technology can connect those functions into a more efficient organization.

How I Can Help Your Business

Whether a company is struggling with inefficient operations, experiencing rapid growth, looking to increase sales, facing inventory or logistics problems, or trying to modernize outdated processes, I bring experience identifying problems and implementing workable solutions.

I can help businesses improve their management structure, strengthen sales and customer relationships, redesign operating procedures, improve supply chain performance, reduce unnecessary expenses, implement meaningful KPIs, develop leaders, and introduce technology that makes everyday operations more efficient.

My approach begins with understanding the business, its people, its customers, and the challenges preventing it from performing at its full potential.

From there, I focus on identifying the improvements that will have the greatest impact and working directly with leadership and employees to put those improvements into practice.

I don't just want to tell a company what it should do differently. I want to help build the processes, systems, and leadership capabilities that allow it to perform better.

Because at the end of the day, success isn't measured by how many meetings are held, how many reports are created, or how many changes are announced.

Success is measured by stronger sales, lower costs, improved productivity, better customer service, engaged employees, and sustainable profitability.

That's the value I bring to a business, and that's the kind of impact I want to continue making.

Troy Bossert
Business Operations | Sales Growth | Supply Chain & Logistics | Process Improvement | Technology & AI Integration

LinkedIn | Professional Website | APP Building and Design

Troy Alan Bossert

Business Executive specializing in Supply Chain & Logistics Operations Management

TroyABossert@Gmail.com

(240) 405-7756

www.Linkedin.com/in/Troy-Bossert

https://troybossert.lovable.app

TroyBossert.wixsite.com/Troy-Bossert

A visionary business strategist and transformative leader in Business Development, Logistics Management, and Global Supply Chain Operations. Renowned for architecting high-performance strategies, process improvements, and orchestrating elite cross-functional teams to deliver operational excellence across every dimension of enterprise activity. Adept at diagnosing inefficiencies, mitigating risks, and dismantling systemic redundancies, while engineering innovative process improvements that consistently accelerate growth, enhance profitability, and solidify competitive advantage. Recognized for a unique ability to blend strategic foresight with flawless execution, driving organizations to achieve outcomes that redefine benchmarks.

Areas of Expertise

Executive Leadership & Governance
Operational Excellence & Lean Optimization
Logistics Management
Business Development
Global Supply Chain & Logistics Strategy
Strategic Planning & Analysis
Team Leadership & Development
Process Improvements
Organizational Development
Revenue & Profit Growth
Budgeting & Forecasting
Strategic Recruiting
Staffing industries
Workforce Architecture & Leadership Development
P&L Ownership & Financial Oversight
Enterprise Business Transformation
Strategic Sales & Business Development
Mergers, Acquisitions & Integrations
Technology Integration & Digital Transformation

Computer Skills Knowledge

Enterprise Systems Expertise

Expert-level, self-taught mastery of SAP WMS and GOLD WMS to optimize inventory control, receiving, picking,shipping, and system-driven workflow execution at scale.

Operational Tech Implementation

Implemented and operationalized technology-driven improvements including RFID tracking, scan-to-pick, and cloud-based delivery appointment/shipping systems to increase accuracy, visibility, and throughput.

AI Power User

(ChatGPT, Gemini, Copilot, Claude)

Advanced mastery using enterprise-grade AI tools to accelerate SOP creation, problem-solving, root-cause analysis, process redesign, training content, and decision support—turning fast answers into executable operational improvements.

AI Certification (Google)

In Progress: Currently completing Google AI Certification, with an estimated finish date of March 31, 2026.

Power BI KPI Leadership

Built and managed KPI measurement frameworks in Power BI, translating warehouse and 3PL performance into clear dashboards for accountability, trend tracking, and executive-ready reporting.

App Builder:

Built operational warehouse and personal builders using AI building apps Lovable, Base44, Bubble, Emergent, and Wix

Professional Experience

ABB Internal Warehouse and Operations Logistics Manager Richmond, Va 2025 - Current

Internal Warehouse and Operations Logistics Manager (August 2025 – Present)

Following the successful GO-LIVE implementation at WCD, I was actively recruited to spearhead inventory control and capacity optimization for an overextended distribution center at one of the world’s largest global engineering enterprises specializing in electrification, motion systems, industrial automation, and robotics. Within five months, I achieved two rapid promotions based on performance impact.

Successfully planned, coordinated, and implemented SOPs for 2025 Physical Inventory. Improving accuracy of inventory improvement from 25% to 95%.
Successfully implemented over 15 process improvements and policy changes, including scan to pick, RFID tag implementation for inventory tracking and material movement, APP development for critical inbound shipments.
Authored into contract with the Third Party Logistics partner operating warehouse 18 KPI’s to monitor and hold processes and financially responsible.
Consolidated approximately 35% of warehouse materials, generating significant additional storage capacity.
Initiated an analysis of storage utilization on 7,000 spaces, created a process improvement to maximize air space and added physically and systematically an additional 1,700 spaces increasing warehouse capacity by 25%
Directed the transition and operationalization of a newly constructed warehouse, including the seamless migration to a 3rd Party Supply Chain provider, with SOPs, Training, and a bridge from company managed warehouse to 3PL.
Promoted to primary liaison for managing the strategic partnership between ABB & its third-party logistics partner.
Project Manager & operational lead for warehouse relocation initiative, overseeing timeline, resources, & execution.
Sourced and implemented a cloud based live delivery appointment and shipping system leading to improved efficiencies and KPI tracking
Authored & implemented SOPs governing frustrated freight management, also the inbound & outbound logistics flow.
Successfully led warehouse to ensure production reached highest monthly revenues and units in 9 of first 12 months, most units in 10 of first 12 months, and highest yearly revenue and units in ABB Richmond history.
Successfully self taught to expert level of WMS SAP knowledge, while assisting in implementation of a GUI overlay of simplification for processes.

Interim Warehouse Manager (April 2025 – July 2025)

Entrusted with full operational oversight during a transitional period, responsible for a team of 32 employees and 1 direct supervisor.

Implemented process re-engineering initiatives that improved efficiencies in order selection, receiving, reporting, and quality control.
Negotiated and established a strategic partnership with an external warehouse for oversized material handling, yielding a 35% increase in storage capacity.
Developed compliance-driven policies holding Procurement and Fulfillment accountable for vendor and carrier documentation, dramatically reducing the volume of frustrated freight.
Instituted audit and tracking protocols for subcontracted goods receipts, achieving a 0% missing invoice rate.
Directed the organizational redesign and workforce transition from in-house employees to a 3rd party logistics staffing model, including change management and knowledge transfer.

Warehouse Supervisor (February 2025 – March 2025)

Recruited to remediate a warehouse operating at 150% capacity while processing inbound volumes 10x greater than outbound shipments.

Designed and implemented a second-shift workforce to expand throughput across production, receiving, and process optimization functions.
Instituted process controls for materials selection, reducing order mispicks by 75%.
Conducted a strategic audit and decommissioning of obsolete materials across a 3,000-rack facility, unlocking 10% additional capacity (300 rack spaces).

World Class Distribution (Trader Joe’s) Ruther Glenn, Va 2023-2025

Sr Distribution Center Director

Recruited to spearhead the launch of Virginia’s largest grocery distribution center—a 1.2 million sq. ft. flagship facility and the most advanced site in World Class Distribution (WCD) operations. Directed workforce expansion, process design, and operational readiness, ensuring seamless execution of one of the largest-scale warehouse openings in the company’s history.

Workforce Leadership & Organizational Design: Oversaw the recruitment, training, and management of 1,200+ employees, including direct supervision of 75 management and supervisory leaders. Personally facilitated the hiring of critical senior roles including DC Manager, Operations Managers, Logistics Manager, and functional leaders for Freezer, Dry, Cross Dock, and Cooler departments.
Project & Construction Integration: Coordinated project management deliverables and construction punch lists, ensuring timely readiness of Cooler, Temperature-Controlled, and Dry Storage environments for operational go-live.
Phased GO-LIVE Implementation: Orchestrated staggered launch milestones across departments, including Cooler & Temperature-Controlled Cross Dock (September–October 2023), followed by Dry and Freezer divisions (January–March 2024), ensuring continuity and scalability.
Inbound Logistics Oversight: Directed the daily inbound supply chain flow of 65 Cooler, 50 Dry, 20 Freezer, 22 Cross Dock, 15 Transfer, and 12 Backhaul truckloads, optimizing scheduling and throughput.
Outbound Logistics Execution: Managed outbound operations including 60 Cooler deliveries, 60 Dry/Frozen combination deliveries, 35 Hub Transfers, and 5 Asset Return shipments, supporting a multi-state store network.
Performance & KPI Achievement: Oversaw peak throughput of 210,000 units daily and 1.47 million units weekly across 52 stores, achieving 99.99% inventory accuracy and 99.98% On-Time Delivery performance.
Carrier Network Optimization: Leveraged a hybrid transportation model utilizing domicile carriers, owner-operators, and third-party providers to ensure reliable, cost-optimized distribution.
Executive Leadership Engagement: Hosted and facilitated the June 2024 Executive Leadership Summit, convening the top 35 company leaders to align on strategic initiatives.
Automation & Robotics Integration: Championed the successful deployment of 12 Automated Guided Vehicles (AGVs)—robotic forklifts—within the Dry Goods and Freezer departments. This innovation enabled 24/7 operational coverage and delivered a 50% increase in put-away efficiency, dramatically improving storage utilization and labor optimization.
Executive Advancement: In recognition of these results, I was officially offered a Top 10 executive leadership role within the company as Lead Executive of Logistics in August 2024.

Care Advantage DBA Nurse Advantage Richmond, Va 2022-2023

Director of Operations and Sales

Recruited to be the top executive to initiate and rebuild the corporate staffing brand from the ground up. Rebuilt a nurse and medical staffing division of Care Advantage Inc on the executive level. Acted as Business Developer, Operations Executive, Lead Recruiter, Financial Officer, and Social Media Manager. In first full month increased revenue by 75% over the previous month and orders by 50%. Successfully implemented sales, operational, and procedural changes that led to an immediate increase in sales. Implemented a field employee review and purged ineffective employees, leading to a higher attendance rate. Created a new digital communications to field employees, using a centralized text and phone system that all office personnel could see and use in real time with the field employees. Created a new digital mass marketing communications system to successfully reach old and new clients on programs and features that were available. This led to new business development with new client sales. As the executive in charge of this division, I was tasked with all functions, including the full recruiting process, full account management, the complete sales cycle, and full training initiatives. In the rebuilding of the division, I initiated a new recruiting process that led to a field employee hiring rate that was triple any other division within the company. Initiated a new contract for the division, with legal clauses and accounting checks that were not in place. Initiated a credit check policy for all new clients that have signed up. Created accounting and credit check forms for entire companies’ use. Digitally marketed through Constant Contact, LinkedIn, and Facebook. Communicated with new and existing clients to procure new orders and expand on existing business. Proactively created a hiring pipeline that was shared with the executive board on process of hiring new applicants. Used company’s CRM to manage and track results.

Managed day-to-day operations of a workforce of 157 field employees and 2 in-office employees, resulting in smooth operational workflow.
Implemented a recruiting method that led to 51 new hires between March 1st and April 10th, resulting in an increase of the workforce by 35% in one month, which led to 61% more revenue.
Led sales at 155% increase in Month over Month in first month and a revenue increase of 180%
Directed & trained all recruiting personnel on HR interviewing, hiring, & termination of employees.
Sat on Executive Board for strategic corporate leadership and strategy implementation
Successfully added new clients via business-to-business sales and digital email mass marketing.
Using D&B predicted finance score & reliability of client pay. Setting up finance terms & financing conditions.
Successfully added new clients via business-to-business sales and digital email mass marketing.

AFL Supply Chain Management, North Potomac, MD 2019 – 2022

President/Owner

Spearhead all facets of daily operations of a 3PL, collaborating with contractors, truck dispatchers, and drivers in schedule coordination, routing, and resolving complex issues as they arise. Communicate with new and existing clients to procure shipments and loads, ensuring accurate understanding of requirements and expected timelines. Monitor loads utilizing GPS from pre-pick up to delivery; provide tracking updates within internal management systems and to clients via email and phone. Leverage historical sales data and market trends to provide estimates and pricing on shipments. Continuously respond to evolving issues and transportation roadblocks as they arise, including weather, truck temperature, logistical timing, and short shipping and receiving, as well as damaged products, and insurance claims. Coordinated billing and debt collection, maintaining detailed internal database of accounts receivable. Ensure on-going tax compliance, reporting quarterly earnings to Washington State Department of Revenue, compiling financial statements, and utilizing accrual-based accounting for tax reporting. Administer payroll through Gusto.com. Lead a team of sales managers and support staff, providing training on computer transportation management system to drive cohesive workflow.

Grew the business organically, securing required State and Federal licensure and permits.
Secured and cultivated client book of business, maintaining on-going satisfaction to drive growth.
Submitted and awarded contracts based on competitive pricing rates.
Built and maintained company website, including mass marketing initiatives for 3,000+ recipients; maintained internal database of all client information.
Filed 400+ annual 1099’s for contractors, and cut checks and ACH deposits, for financial reconciliation.
Created and negotiated legal contracts for contractors and clients.
Generated $1M within first six months, growing to $2.5M in year two, with a projected sales of $3.5M in year 3.
D&B predicted finance score & reliability of client pay. Setting up finance terms & financing conditions.

A&Z Trucking Logistics, Rockville, MD 2013 – 2019

V.P. of Sales and Operations Nov ‘18 – Jul ‘19 // Branch Manager/Trainer, Jun ‘14 – Nov ‘18 // Business Development Mar ‘13-Jul ‘14

Vice President of Sales Operations: Maintained accountability for sales growth in California, Texas, North Carolina, Maryland, & New York territories. Led cross-functional teams through daily sales meetings, ensuring understanding of short- and long-term objectives, sales goals, & pricing forecasts, as well as strategies in navigating potential obstacles. Oversaw daily operations for the Maryland office. Procured new clients with business-to-business (B2B) meetings, traveling to trade shows, and regional office visits. Responsible for sourcing through high level executive board meetings RFP bid submissions, leading to contract awards with Ahold, Sysco, and Whole Foods.

Exceeded all established sales goals, facilitating organizational growth & expansion within established territories.
Championed transition to region-specific sales teams.
Drove performance improvement, higher revenue, and profits each year; achieved $1.5M in profits and $6M in revenue in 2018; drove companywide revenue increase annually, to a peak of $52M.
Successfully quadrupled the client base and enhanced existing business relationships to drive new and expansion of existing business contracts.
Trained the national team on how to read, report, and dispute Reefer Downloads from Thermo King and Carrier.
Assisted the national team in sourcing alternatives to carriers with assets with mechanical issues while in transit.
Implemented a national email response program with a mandate of responding to customer's emails within 15 minutes.
Assisted in implementing a cross-dock program in our Yuma, Arizona cross-dock facility. Allowing for the stream lining of pick locations with local trucks and consolidating them in at cross dock to be sent out on long haul trucks.
Revamped freight dispatch sheets to give specific detailed instructions that allowed drivers to a streamlined route and instructions; resulting on higher on time deliveries.
Improved team’s on-time delivery rate from 92.5% to 98.5%
Implemented a national night time dispatch team to ensure customer service was fully covered and ensuring full communication with customers.
Implemented a live asset tracking system that was shared across 6 offices.
Instituted a tracking system using a GPS tracking that pinged driver's phones every hour, allowing customers to have access to better understanding of on time deliveries
Helped develop a platform change for CRM to move to DAT 365
Designed company’s first web platform delivering real-time updates to customers
Designed, compiled data, led and presented to executive board members and customers in board meetings
Successfully trained and prepared my successor to lead company (still in place helping company continue to succeed)
Successfully helped grow company from 3 employees to 60 employees in 5 years, 1 office to 6 offices nationally, and from 3 million annually to 52.5 million annually.
All new hires (Administrators to Sales personnel) trained under me for 3 months under a SOP for training I created.
Scouted real estate in relation to cross docking, cross dock management, and cross business collaboration nationwide

Branch Manager: Directed branch operations with a team of eight sales employees and two office assistants, as well as North Carolina office operations with one sales employee and one office assistant. Coordinated daily sales meeting to outline goals and issues with pricing forecasts.

Administered comprehensive training and development initiatives for new and existing employees to optimize employee engagement, performance, and retention.
Expanded from three sales managers in three offices to 10 sales managers across offices in Austin, TX, Charlotte, NC, and Washington DC.
Instituted a business to business (B2B) approach to procure new business & train new sales teams.

Business Development: Procured and tracked loads from pick up to delivery, using GPS to communicate tracking progress to clients.

Created and maintained company website.
Authored and administered legally binding contracts with clients, independent contractors, and trucking companies for short- and long-term partnerships, including individual supply chain shipments.
Managed complaints against the company while navigating success rate of 100% with 5-10 complaints per year.

Additional Professional Experience

Happy Foods of SWFL: District Sales Manager 2012

Cultivated a network of prospective leads and clients through cold-calling and other marketing strategies.

Improved sales in district sales area by 50% in first month
Maintained a supply chain of First In First Out inventory.
Formed strategies to maximize growth, revenue, and profits, in conjunction with executive leadership.

Helios Financial Center: President/Owner of a Real Estate Company 2005 - 2012

Created and operated 3 real estate businesses: Real Estate Appraisals, Mortgages, and a Real Estate Agency.
Managed 5 real estate agents, 5 mortgage brokers, 3 real estate appraisers, and 1 administrative assistant.
1st full month of operation achieved a net profit of $100,000 +

Joseph Scott Financial: Sales Associate / Trainer 2003 - 2005

Originated mortgages for subprime, conventional, VA, FHA, and new construction customers.
Trained all new originators on mortgage programs & new construction lending in tandem with real estate agents.
Through a unique business sales strategy and innovation led company in sales every month from October 2004 - June 2005.

NovaStar Mortgage: Mortgage Sales Associate 2002 - 2003

Originated via through a business strategy and cold calls mortgages for subprime and conventional customers.
Recognized for “Going the Extra Mile (GEM)” for creating a real estate appraiser program for entire company.

Citigroup (CitiFinancial): Sales Associate 2001 - 2002

Originated via through a business strategy and cold calls mortgages for subprime customers.
Broke brach records for sales in October 2001 and April 2002.

Merrill Lynch: Assistant to Vice President 2000 - 2001

Assisted as an Administrative Assistant the Regional Vice President.
Trained Financial Advisors on credit products to sell clients.
Provided customers service by explaining these financial tools using a business strategy to to their clients.

Education

Master of Science in Accounting, University of Phoenix, Online

Completion Date: June 2012 / GPA 3.17

Master of Business Administration, University of Phoenix, Online

Completion Date: June 2008 / GPA 3.53

Concentration: Global Business Administration

Bachelor’s in Computer Information Systems Southern New Hampshire University, Online

Completion Date: May 2024 / GPA 3.972

Concentration: Computer Information Systems

Graduated with the Highest Honors (Summa Cum Laude)

Bachelor’s in Business Administration (BBA) Stetson University, DeLand, FL

Completion date: May 2000 / GPA 2.5

Minors: Business Law, Computer Information Technology, and Sports Administration

“When Processes Stop Evolving, Businesses Stop Growing.” Challenge yesterday’s methods. Improve today’s operations. Innovate for tomorrow’s success. - Troy Bossert