Anthony Bradshaw

• Owned a $25M+ P&L and six direct reports with full accountability for operations, sales, field safety, and regulatory compliance, running 150 to 200 concurrent projects.
• Took adjusted EBITDA from negative 26% in the first month to positive 14% by April, against a 3% plan.
• Removed $925,499 of annualized operating cost in two quarters and identified a further $299,895, against a $6,018,453 controllable base.
• Grew invoiced revenue 54.8% and reconstruction throughput 140% in three months, reversing a five-month slide.
• Delivered 32% reconstruction gross margin against a 25% quarterly target.
• Moved organic lead share from 53.9% to 87.8% against a 70% target while lifting online lead volume 63.4%, reducing dependence on carrier and third-party administrator program economics.
• Cut subcontractor spend more than 60%, from a peak above $800K per month to a $265K to $325K range, through competitive bidding and vendor accountability.
• Rebuilt deposit collection from 31.1% to 91.4% of sold jobs and cut the open collections backlog from 42 jobs a month to three.
• Authored a 16-chapter, 47-procedure standard operating procedure book and ran a 31-KPI leadership scorecard gating bonus and commission eligibility on documented attainment.
• Right-sized the organization 42%, from 64 to 37, taking 24 of 27 reductions out of overhead while protecting field capacity.

• Directed a brand integration into the platform identity, standing up the new legal entity and executing the logo, signage, and digital asset conversion.
• Reported fleet, occupancy, and operating expense data into platform-wide 13-week cash flow forecasting across a multi-entity portfolio.

• Managed the divisional P&L and annual budget, implementing procurement strategies that drove a 15% reduction in material costs.
• Traced an 8% labor overage to a broken field inventory staging process and rebuilt it, dropping labor costs 11% the following month with no layoffs.
• Deployed a regional cloud-based management system, reducing process delays 10% and cutting administrative hours 15% per week.
• Rebuilt the safety program and enforced protocol compliance, producing a documented 98% reduction in on-site incidents.
• Led a multi-level team of 77 personnel, improving employee retention 20% within the first 90 days.

• Orchestrated a financial turnaround for a $15M+ portfolio, driving a 24% increase in annual revenue while expanding profit margins 11%.
• Enhanced operational efficiency 28% through workflow analysis and technology integration, reducing rework and improving turnaround times.
• Reduced days sales outstanding 15% through improved billing workflows and cash flow management.
• Managed execution of 50+ projects at $500K to $2.5M, achieving 98% on-time delivery through significant supply chain disruption.
• Mentored a leadership team of 18 project managers, establishing a development program that produced zero attrition among key leadership during the turnaround.

Transition: joined Biringer Builders in January 2025 while completing the wind-down of active projects through March 2025.

• Launched the insurance restoration and solar divisions, generating $5.2M in combined new revenue from zero within the first 18 months, $3.8M insurance and $1.4M solar.
• Led firm-wide resource planning, aligning human capital and budgets with project schedules to realize a 26% revenue increase and a 12% cost reduction.
• Authored production and sales standard operating procedures, reducing new-hire onboarding time 40% and standardizing performance across multiple sites.
• Led multi-level teams of 72 personnel to a 95% project completion rate against aggressive timelines.

Transition: joined Mark Franko Custom Building in April 2023 while completing handover of divisional operations through June 2023.

• Scaled a regional merchant services company to national coverage across more than 20 states with no additional funding, building the sales and operations structure behind the expansion.
• Converted the existing lead generation call center into a recruiting engine, growing the sales force 150% and cutting time to hire from 28 days to 18 with 92% new-hire retention.

• Directed executive-level governance for a 25-member team, maintaining 100% adherence to federal regulations and risk mitigation protocols.
• Managed complex legal matters and conflict resolution, achieving a 95% success rate in resolving escalated concerns.
• Reduced legal processing time 25% through process improvement and the integration of new case management technology.
• Developed and deployed risk management training curriculums that improved team readiness and efficiency 20%.
• As Talent Acquisition & Retention Manager, concurrent Aug 2012 to Aug 2015, executed full-cycle recruitment for 51+ specialized personnel and cut time-to-hire 30%.