Timmy Zirkle

Project Manager with over 5 years of experience spanning construction project delivery and enterprise logistics account management. Proven ability to lead complex construction and refresh projects across distributed locations while managing high value client relationships and driving revenue growth. Equally comfortable owning full project lifecycles from scope through closeout and managing enterprise accounts from onboarding through expansion.

Known for keeping vendor driven construction projects on schedule and on budget while building the kind of client trust that retains business long term.

Project Manager at Stratus Unlimited (2023-10 – 2025-11)

• Directed national construction refresh programs for enterprise clients, overseeing store rebranding, signage installations, and facility upgrades across hundreds of distributed locations
• Owned the full project lifecycle from scope definition and planning through vendor coordination, installation execution, financial tracking, and closeout documentation
• Built detailed project schedules balancing client rollout timelines with internal production capacity and contractor availability
• Maintained financial oversight across all assigned projects, tracking budgets, managing invoices, processing change orders, and monitoring accounts receivable throughout execution
• Served as the primary client contact for accounts, delivering consistent status updates and resolving execution challenges to keep projects on track
• Coordinated installations across multiple vendors and subcontractors to ensure efficient progress across geographically dispersed locations
• Supervised retail construction refresh projects ranging from $75K to $500K per location, maintaining strict cost controls and complete financial documentation across each job
• Managed portfolios of several dozen simultaneous installations in a single month, balancing competing priorities across active projects of varying size and duration
• Synchronized contractor networks of 5 to 12 vendors per project, sequencing GCs, electricians, plumbers, etc. to keep projects on schedule

Enterprise Account Manager at CDL 1000 (2021-10 – 2023-09)

• Managed enterprise logistics accounts spanning transportation, warehousing, and fulfillment services while maintaining executive level client relationships and ensuring service delivery aligned with contractual commitments
• Managed the full sales and onboarding lifecycle for complex enterprise logistics programs, coordinating implementation across operations teams, carrier procurement groups, and customer service departments
• Authored competitive responses to large scale RFP opportunities, submitting proposals totaling over $10M in new business bids
• Grew existing client relationships by identifying untapped shipping lanes, expanded freight volume opportunities, and complementary logistics services that increased overall account value
• Partnered with internal logistics teams to ensure transportation services were executed in full alignment with client requirements and operational commitments
• Conducted regular account performance reviews to surface opportunities for service improvements, cost efficiencies, and deeper client partnerships
• Bridged the gap between sales and operations to ensure newly secured contracts transitioned smoothly into active service delivery with no disruption to the client

Retail Sales Manager at AT&T (2020-01 – 2021-10)

• Governed store-level retail sales operations within a high-volume telecommunications environment, overseeing team performance, revenue production, and customer engagement standards
• Originated structured training initiatives covering product knowledge, sales techniques, and customer interaction strategies that supported the store's recognition as a top-performing location within the Greater Lakes Market
• Introduced improved service standards and engagement practices that increased customer satisfaction scores by more than 30%
• Tracked performance metrics such as unit sales, revenue production, attachment rates, and customer satisfaction indicators to identify operational gaps and improve store performance
• Encouraged a results-oriented team culture built around accountability, coaching, and consistent performance improvement
• Cooperated with district leadership to ensure that the store remained aligned with regional sales strategies and operational expectations

Associates in Business Administration in Business Administration – Harper College (2019)