Walter J. Hall

**** ****** ******* *****

Deerfield, Ohio 44411-9754

e-mail- acf7gw@r.postjobfree.com

Cell 330-***-****

I am a highly motivated self starting person who takes pride in

accomplishing the goals of the organization. With excellent problem

solving, team building, and decision making skills I can communicate with

and coordinate associates to achieve the desired results. I am seeking a

full time or consulting position.

AGGRESSIVE SELF STARTER SOLUTION

DRIVEN

FINANICAL RESPONSIBILTY TEAM

ORIENTED

CUSTOM AND PROPRITARY LINES MENTOR

MULITPLE FACILITY CONTROL HANDS ON

STYLE

CALL CENTER RESPONSIBILITY DATABASE

SALES / SALES MANAGEMENT

PRODUCT DEVELOPMENT

WORK HISTORY

Prospect Mold and Die

V P of Molding Technologies

In June of 2013 I was hired to set up and begin the operations of a new

facility.

The focus of the new venture was to validate new tooling built by Prospect.

Prospect is

one of the foremost manufactures of multi color and multi material plastic

injection

molds. We purchased a 3 color (material) 1650 ton Engle injection molding

machine,

We completed the setup of a separate new facility. All components of a

molding facility needed to bid, purchased, installed, staffed and begin

validating tools. The facility has not generated the expected revenue and I

will complete my service March of 2014

Datamars Inc.

March 2008 I was recruited by Datamars SA to take the position of General

Manager of Youngstown Systems, Boardman, Ohio. Datamars is a Swiss based

technology company

and is a leader in the manufacture of microchips and readers for use in the

Textile, Companion Animal, and Livestock market identification. Youngstown

Systems was a manufacture of electrical control panels. Youngstown System

also provided RFID and Vision systems. Datamars purchase Youngstown Systems

2 years prior to my employment to increase their market share in the US. My

immediate assignment was to focus on the core business of Datamars. The

electrical control systems business was discontinued and the focus was

placed on the Textile ID and the Animal market in the US. In September of

2008 the Animal ID Sales manager resigned. I was assigned to assume his

responsibilities for the US except the Companion Animal sales in the US

which was an exclusive contract. At that point I became responsible for the

day to day support and service of the Textile and Animal ID market in the

US. I also became responsible for sales of all Animal ID other than the

Companion Animal. In 2010 the exclusive agreement with Bayer Animal Health

expired and at that point I spent 60 to 80 % of my time focused on all

sales. I developed customers such as Homeland security, sought and received

approval to market in Canada, Universities throughout the US and

Pharmaceutical companies.

Service and Support Manager Animal ID US.

In July 2011 oversaw the closing of the Boardman, Ohio and moved the

facility to Woburn, Massachusetts to better service the US market.

Landmark Plastic Corporation Director of Manufacturing

(Thermoformed and Injection molded Horticulture products)

In April of 2003 I was recruited by Landmark Plastic to assist in the re-

structuring of the company. I began full time employment in June of 2003.

In May of 2006 I accepted a part time position and began dividing duties

with subordinates. I was responsible for all operations, logistics,

purchasing, tooling and maintenance. I also oversaw the sales and product

development. In July of 2006 I was terminated. Within the three years I was

there we removed $1.8 million in salary and hourly wages. We closed a

satellite operation in Florida and saved $800,000 per year. Quality was

improved to a 99.7% and on-time delivery increased to 97.3%, and direct

labor in excess of 19 to 20% was reduced to a maintained level of 14%. Much

of my time (75%) was spent developing sales with better profit margins

Akron Canton Electric (Electrical motor sales and repair)

I purchased Akron Canton Electric in May of 1997. The company had a good

sales base and a few excellent employees, but was on the verge of

bankruptcy due to poor management. With focus on the area of sales I was

able to reverse the decaying base of unprofitable sale and within four

years we managed to turn the company profitable and I sold Akron Canton

Electric to United Industrial Electrical of Washington, Pennsylvania in

April of 2001.

Orha Industries Inc. (Custom Injection molding)

My partner and I formed Orha Industries. We began operations with one

molding machine in rented space with two employees, my partner and I. We

were involved in many projects with our customers from concept to final

product. In running my own company I developed many management and

technical skills in all aspects of a successful company. I was ultimately

responsible for all aspects of manufacturing from plant layout, equipment

selection, material selection, product design, tool design, facilities,

quality control, and employee and customer relations. 80% of my time was

involved in direct sales, product development We built the sales from zero

to 28 million with 350 employees at two locations in Ohio. We sold the

corporation to Kelch Corporation of Wisconsin in 1992. We also started a

rotational molding company which we sold to Blazon Flexible Flyer of

Mississippi, a tooling company in Ohio and a joint injection molding

company in Knoxville, Tenn.

Sun Plastic Inc and Blow Molders Inc Cuyahoga Falls, Ohio

(Custom injection and blow molding)

I was hired to fill the position of mold and tool design. Eventually I was

assigned all purchasing and scheduling tasks. Sun opened an operation in

Washington Court House, Ohio. I was made General Manager of the facility

and assigned the task of setting up and operating the facility. I resigned

to start my own company.

EDUCATION

Bachelor of Science -Mechanical Technology - University of Akron

SALARY HISTORY AND REFERENCES AVAILABLE ON REQUEST

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