Location sales quota, hit every year of the location tenure. Floor was plan. Ceiling was 120 percent of plan.
Sean Bennett, MBA | Operations Leadership · Business Performance · Continuous Improvement
Stronger operations. Accountable teams. Measurable results.
Over 15 years of progressive leadership across operations, project management, retail, and business consulting, including full P&L responsibility for a multimillion-dollar Vermont operation. I connect people, processes, and financial performance through clear priorities, accountable teams, and consistent execution. My record includes 97%+ customer retention, sales performance up to 120% of quota, and profit performance up to 115% of goal. Today, I bring that experience to business optimization, operational improvement, and digital strategy at Maverick Business Works.
Multi-million location P&L
100-120% sales quota
100-115% profit goal
97%+ customer retention
2x President's Club
Executive operations portfolio
Built around measurable improvement, practical leadership, and modern business presentation.
Operating Scorecard
Quota. Profit. Retention.
Location results, 2019 to Sep 2026. Sales quota ran 100 to 120 percent of plan. Profit performance ran 100 to 115 percent of goal every year. Customer retention held at 97 percent or better.
Profit performance ran from plan to 115 percent of goal every year, 2019 to Sep 2026, on a multimillion-dollar location P&L.
Location-level customer retention. Held through service execution, communication, and escalation control.
Recognition tied to quota and profit performance. A sales rep I developed on that book later made President's Club 3x.
Operating Command Center
What gets watched gets improved.
RetentionCustomer risk, route misses, escalations, and renewal health.
MarginLabor, route economics, replacement costs, and controllable waste.
CashA/R aging, ownership cadence, dispute removal, and follow-up discipline.
GrowthSales handoffs, customer fit, local marketing, and account expansion.
How the Site Is Framed
Not a resume page. A proof system.
The portfolio now separates your story into operating leadership, selected work, business methods, personal context, and contact. Maverick Business Works stays in the proof, but the site leads with you.
Location Logistics Model
The P&L sat in the middle of service, fleet, warehouse, office, sales support, and customer outcomes.
This is the operating view behind the numbers: route execution, warehouse readiness, fleet availability, billing discipline, safety, customer retention, and sales handoff all had to move together.
Multi-million
P&LWeekly review
P&LWeekly review
FleetAvailability · safety
WarehouseReadiness · flow
RoutesMargin · coverage
OfficeA/R · billing
Sales SupportQuota · handoff
CustomerRetention · escalation
SafetyCompliance · standards
FinanceBudget · profit
Selected Portfolio Entrances
Four ways into the same leadership story.
Operations Leadership
Running a multimillion-dollar service location.
Full P&L responsibility across service delivery, customer experience, logistics, warehouse operations, fleet, staffing, sales support, safety, compliance, budgeting, and employee development.
Metric97%+ retention
Renewals20% to 3% expired agreements
ResultSales quota 100-120%. Profit goal 100-115%.
Renewal ControlRecovered
OwnerNext ActionDue DateReview
Commercial Control
Expired contracts moved from risk to controlled routine.
After shutdowns and limited customer interaction, roughly 20% of agreements were expired. Renewal initiatives, customer follow-up, team ownership, and visibility routines brought that exposure down to about 3%.
BeforeAbout 20% expired
AfterAbout 3% expired
ControlRenewal cadence and ownership review
Workflow Control
Multi-step field work needed one operating system.
When different teams touch the same customer outcome, the operating risk is hidden handoff conflict. I tightened the workflow around one release record, a daily lead huddle, a shared change log, and a review of completions, conflicts, and rework.
View case details
Route Record
Route change control needed one operating record.
In the Winooski route operation, customer changes, product updates, pickup scans, and delivery confirmations needed to live in the same record so route, office, and plant teams acted from the same information.
View case details
Change Management
Diagnosing bottlenecks that created silos.
Contributed to corporate initiatives that analyzed location-level bottlenecks, silo behavior, role clarity, and sales-service handoffs. The work helped inform organizational structure updates, sales and sales-management role definitions, and service title changes.
FoundHandoffs and unclear ownership
RecommendedRole clarity and better process control
AdoptedStructure, title, and responsibility changes
Digital Business Design
Turning a business idea into a public-facing system.
Helped shape Maverick Business Works into a clearer business platform: website structure, visual direction, service positioning, graphics, proposal-style materials, and a cleaner path for customers to understand the offer and make contact.
BuiltWebsite and visual system
ClarifiedOffer, audience, service structure
EnabledReusable tools and customer paths