Employers are not only concerned about the past (what you have done). They are also interested in the future (what you will do). A list of your capabilities shows them what you can do, not what you have done. Many hiring managers find a list like this more interesting than the resume.
BRUCE D. ROBERTSON, CPA
3182 South Holly Street | Denver, Colorado 80222
H: 303-756-7434 | W: 303-779-1417 | brobertson@msn.com
October 14, 20—
Mr. Donald B. Martin
Pendleton Resources
1899 Logan, Suite 250
Denver, Colorado 80203
Dear Donald:
Hope you have a great vacation! As you suggested I will call you after your return the week of October 20th.
Just to jog your memory, I am the individual referred by Bill Black for the international position which is on hold until late October while the new President is traveling the world to see the company.
In addition, I have put together the enclosed recap of my Administrative and Finance capabilities in order to market myself for what will be the most productive years of my life. This is the same information as in my resume I gave you, but in a different format that you may find useful.
I am looking forward to meeting with you to discuss the exciting, challenging international position in more detail.
Sincerely,
Bruce Robertson
BDR/bl
Enclosure
Page 2
Consulting Capabilities, Specialties, and Experience
I. International Operations
A. Was Managing Director of IMEC, Ltd. (International Management and Engineering Consultants, Ltd.).
B. Lived and worked in Europe. Was number two man in European operation which grew in two years from $5 million to $55 million in sales.
C. Planning and control. Developed international strategic plan and budgets.
D. Communicate in French in business matters.
E. Administrative, finance, organizational, and operational experience.
II. Strategic Planning and Budgeting
A. Develop and implement plans.
B. Feasibility studies.
C. Cash flow planning.
D. Budgets and forecasts.
E. Develop budget control systems based on business flow.
III. Business Management
A. Problem Solver.
B. Operations management. Chief Operating Officer for 300-person operation.
C. Management assessment and auditing.
IV. Management Development
A. Strategic planning, international business, finance, and accounting systems.
B. Motivate enthusiastic employees.
C. Develop management personnel.
D. Develop successful Management by Objective (MBO) systems.
E. Help managers to use MBO as their own key personal management tool.
V. Accounting and Finance
A. Accounting systems and operations. Design and solve operational problems.
B. Establish foreign bank lines.
C. Venture capital.