JOE B. PARTAIN


HALLMARK DESIGN HOMES LP (January 2004 November 2009)

President
Owner of new start-up homebuilding company.
Responsible for all facets of operations.
Recognized as 4th Fastest Growing Homebuilding Company in America in 2006, with $27,000,000 in revenue.
Rated the 388th largest homebuilding company in America in 2007.
Profitable every year except 2008, operating out of 7 master planned communities with products ranging from 1800 to 4500 square feet and price ranges from $170,000 to $350,000.
Closed operations in 2009 due to poor economic conditions.

HAMMONDS HOMES LLC (April 1998 March 2003)

Division President
Direct P&L responsibility for overall operations for Hammonds Homes, Houston.
Oversaw all aspects of sales, construction, customer care, warranty, purchasing, product design, marketing, closings and lot acquisition.
Increased net sales by 85% from 280 net sales to 499 closings in 2002.
Increased closings 102% from 247 closings in 1997 to 499 closings in 2002.
Increased sales revenues by 164% from $38.7 million in 1997 to $102.2 million in 2002.
Increased net profits 228% from $1.8 million in 1997 to $5.9 million in 2002. Hammonds

GENERAL HOMES CORPORATION (December 1997 February 1998)

Chief Operating Officer
Direct P&L responsibility for overall operations in Houston, Dallas, San Antonio, Austin, Tampa, Florida, and Orlando, Florida.
Oversaw all aspects of construction, sales and customer service.
Closed Dallas operations in October, 1997 and sold all Florida assets to Engle Homes in February, 1998.
Increased actual gross margins by 31%. Projected gross margins for 1998 inventory in backlog increased by 46% from 13% to over 19%.
Increased Return on Sales from 1.5% in fiscal year 1997 to 6.1% in fiscal year to date 1998.
Created comprehensive sales training program and tracking system.
1998 sales plan at 124% of plan.

MCGUYER HOMEBUILDING INCORPORATED (MHI) (Jan 1991 Sep 1996)

Executive Vice President (Jan 1992 Sep 1996)
Sales: Vice President of Sales reported directly to me for sale pricing, inventory levels, adjusted gross margins, fiscal year sales and closing plan, training, staffing, policies and procedures, financial reviews per project, sales compensation program. Oversaw four division managers, three area managers, fifteen project managers, two area sales managers, sixty projects, and eighty sales counselors for all sales and marketing activities:
oSales increased 250% from 550 in 1991 to over 1800 net sales in 1996.
oClosings increased +250% from 530 in 1991 to 1775 closings in 1996.
oRevenues increased from $50 million in 1991 to over $210 million in 1996.
oAdjusted net margins increased 26%, adding $5000 per unit to adjusted gross profits.
oNet profit percentages of revenue increased 90% from 1991 to 1996.

Marketing: Vice President of Marketing reported directly to me for all marketing activities that included creative advertising, print media ads, direct marketing efforts, model merchandising, signage, annual budgeting, marketing cost controls, realtor programs, special inventory marketing, community reviews and awards.
oWon numerous national, sate, and local awards for best merchandising for all price ranges, best overall signage, and best in-house marketing department in the state.
oIncreased the effectiveness of the marketing department while lowering the overall budget as a percentage of revenue to less than 1%.

Business Development: reviewed, researched, negotiated, and executed all land opportunities for all DBAs. Started and managed operations in three cities.
oStarted and managed overall operations in Dallas in mid 1991, 100+ closings in 1992 and 340 in 1996. Turned profitable in 1992.
oStarted and managed overall operations in Austin in 1992, 75 closings in 1992 and 240 in 1996. Turned profitable in 1992.
oStarted and managed overall operations in San Antonio in late 1992, 35 closings in 1993, 85 closings in 1996. Turned profitable in 1994.

President of Coventry Homes and Carmel Builders: Regional President reported to me for all activities concerning semi-custom homebuilding operations (Coventry Homes) and the custom operations (Carmel Builders) in Houston and Dallas.
oStarted Coventry Homes in 1993; closed 75 homes in 1996 at an average sales price of over $250,000.

Business Development Manager (Jan 1991 Dec 1991)
Independently reviewed the needs of the company and then implemented action to allow the company to grow profitably.
Reviewed, researched, negotiated and executed all land opportunities which totaled approximately 2000 lots and 30 communities in 1991, which allowed the company to go from 300 closings in 1990 to 530 in 1992 and 1100 closings in 1993.
Started Dallas operations in mid 1991.
Established a Marketing Department and Marketing Plan.
Established a Sales and Closing Plan and Sales Department.
Established a Customer Satisfaction Program that moved customer approval rating from a 65% approval to a 95% approval rating.
Designed or re-designed all new or existing production lines.

DAVID WEEKLEY HOMES (Jun 1988 Jan 1991)

Division President (Jul 1989 Jan 1991)
Exceeded profit projections while having P&L responsibility for newly created Houston Division that went from zero units in August 1989 to over 550 units and $98 million in closing revenue in 1990 with over $5 million in net profits.
Directly responsible for daily operations of sales, construction, and customer service under the Project Manager System.
Had the highest customer satisfaction ratings in the Company.
Had two people under me promoted to Division Managers.
Steered an ad hoc committee that created and implemented a purchasing program that reduced material order time from five days to a few seconds.

Project Manager (Jun 1988 Jul 1990)
Had P&L responsibility for sales, construction, and customer service for various master planned communities, such as Clear Lake and The Woodlands.
Assisted in the design and implementation of a computer project management system based on PERT / CPM.
Help to implement what is now known as the David Weekley Personal Builder Program.
Had five of my people promoted to Project Managers and one to Quality Control Manager.
Rated the top project manager with the highest gross margins and profitability in Houston.

GENERAL HOMES CORPORATION (Jul 1980 Jun 1988)

Area Sales Manager (Jan 1986 Jun 1988)
Sales management of several communities implemented one-on-one and team training programs, realtor programs, staffing, inventory control, loan processing, closings, set sales goals and objectives.
Closed out many communities after the economic downturn. At one time my area sold 101 complete specs in three months and closed them within two months.
Exceeded projected profits.

Project Manager (Feb 1982 Jan 1986)
Had P&L responsibility for sales, construction, and customer service for various company owned communities. Daily operations, training, staffing, takeoffs, pro-formas, loans on the books and closings were all part of the project manager system.
Had three people promoted to Project Manager.

Construction Manager / Customer Service Manager (Jul 1980 Feb 1982)
All aspects of direct line management for homebuilding .
Carried 20-30 homes every week, closing 3-4 per week, and doing customer service.
Won top award in construction for production.

UNITED STATES NAVY (Jun 1974 Jul 1980)
Naval Aviator Lieutenant, Mission Commander, co-pilot, carrier based S3A Viking Twin Turbo Jet, aboard USS Kitty Hawk.
Executive Assistant to the East Coast Commander, Admiral Carius.
Rated #1 in top 1% of Naval Officers.

EDUCATION
BBA Finance Texas Tech University 1971
MA Business Management Central Michigan University Suma Cum Laude 1980

INDUSTRY ASSOCIATIONS
Greater Houston Builders Association Board of Directors 1992 1996:
oSpike Chairman
oNew Membership Chairman
oBuilders Council Chairman
oHigh Wind Committee Chairman (writing hurricane codes for the city)

Texas Association of Builders Board of Directors, 1996:
oGovernment Affairs Committee
oHigh Wind Task Force to study hurricane codes for the state

REFERENCES AVAILABLE UPON REQUEST