Gene Wood

Bloomingdale, IL . Home: 630-***-**** . Cell: 508-***-**** .

acgern@r.postjobfree.com

Operations Executive / Project Manager / Change Agent

EXPERTISE IN INDUSTRIAL AUTOMATION - GLOBAL MARKETS (USA, CHINA, GERMANY)

CUSTOMER-CENTRIC AND PERFORMANCE-DRIVEN FOCUS:

Six Sigma Certified Greenbelt, with success in transforming organizations

to achieve REVENUE and PROFITABILITY GROWTH, and INCREASED SHAREHOLDER

VALUE. Resourceful, analytical and proactive, with the ability to unravel

critical operational issues, remove bottlenecks and swiftly resolve

problems. Adept at driving positive organizational change, particularly

within a culture resistant to change. Demonstrated strengths in activating

CUSTOMER-DRIVEN QUALITY and LEAN / CONTINUOUS IMPROVEMENT programs, as well

as OPTIMIZING COST CONTROLS, MINIMIZING RISK, and IMPROVING PRODUCT

QUALITY.

PIVOTAL SKILLS:

P&L Performance Manufacturing Best Plant Consolidations and

Practices Relocation

Strategic Planning Business Transformation Lean / Six Sigma

Methodologies

SAP / CRM Implementation Team Leadership and Customer Relationship

Development Management

Global Supply Chain / Budgeting / Cost Analysis Safety and Quality

Logistics Performance

KEY BENEFITS AND ADVANTAGES:

Proven ability to: (1) Deliver optimal business results, including cash

flow, profit margins and revenue growth; (2) Establish key performance

metrics and benchmarks to attain operational excellence; (3) Revive under-

performing businesses, instill best practices and lead culture enhancement;

(4) Develop and mentor teams to achieve results; (6) Manage and diffuse

high-stress situations in day-to-day plant operations.

Experience, Key Contributions and Performance Milestones

LENZE / LENZE AC TECH / LENZE U.S. CORPORATION, USA / International - 2002

to 2014

Global manufacturer of electrical and mechanical drives, motion control and

automation technologies, serving the automotive, packaging, material

handling and logistics, robotics, and commercial equipment industries.

Director of Operations, Mechanical Assembly & Logistics - Lenze (2011-

August 2014)

Director, SAP Project Manager - Lenze AC Tech (2009-2011)

Director of Operations - Lenze AC Tech (2007-2009)

General Manager - Lenze U.S. Corporation (2002-2007)

Overview:

Rapid progression through increasingly responsible leadership roles during

changing business climates such as operations turnaround, aggressive growth

periods and market downturns. Demonstrated the ability to drive business

transformation and provide stability while navigating through major

inflection points: (i.) Planning and managing the build out of a new

100,000 sq ft assembly and distribution center; (ii.) Multiple SAP

implementations, including turning around a troubled project within an

intensive deadline; (iii.) Several operational restructuring initiatives;

(iv.) Transferring operations to another site.

Scope of Responsibility:

Lead the company's production of heavy industrial equipment, with focus on

driving manufacturing activities to ensure maximum efficiency,

profitability, quality, customer satisfaction, and safety. In current role

- Director of Operations, Mechanical Assembly & Logistics - oversee a new

100,000 sq ft assembly and distribution center and hold full P&L

responsibility for a $30M Gearbox assembly and logistics operation. Roles

required the ability to see the "big picture", continually champion

Continuous Improvement, prepare contingency plans and ensure execution

through effective organizational delegation.

Gene Wood Page 2

LENZE / LENZE AC TECH / LENZE U.S. CORPORATION - continued

Cornerstone Achievements and Areas of Influence:

2011-present

. ORCHESTRATED BUILD-OUT OF NEW ASSEMBLY AND DISTRIBUTION CENTER FROM

GROUND-UP: Led all aspects of design, layout and site selection of a

100,000 sq ft facility, including state-of-the-art automated paint

assembly line, to support significant boost in demand for Lenze electro-

mechanical products. The new facility more than doubled Lenze's North

American electro-mechanical manufacturing capacity. Staffed and moved

production from MA to IL - successfully up and running within 7 days.

. ESTABLISHED A BEST PRACTICES OPERATIONS INFRASTRUCTURE: Implemented

disciplined processes, a sense of accountability, and a "Lean Thinking"

culture. Substantially improved manufacturing efficiencies and plant

operations, while achieving ISO 9001 certification. Key results

included: (i.) Reduced lead times for standard products to 10 days; (ii.)

Improved on time delivery, running on average of 95%, well ahead of the

company's other four global facilities; (iii.) Decreased inventory by

nearly $1.5M in 2013.

. SHARPENED TEAM PERFORMANCE: Created an empowered assembly and production

team capable of adapting to rapid growth and an ever-changing business

environment, ranked "Best in Lenze" for performance. Demonstrated

strength in building and maintaining productive employee relationships,

fostering a culture that promotes retention, productivity, quality and

safety.

2009-2011

. LED SUCCESSFUL SAP IMPLEMENTATIONS: Directed evolution and delivery of

SAP ERP across all Lenze AC Tech functional areas. Established common

business processes and built a strategy that aligned resources, improved

operational execution, and managed risk. Drove 2 successful SAP

implementations, delivering both on time and with little/no manufacturing

down time, including taking over a troubled SAP rollout. Gained hands-on

experience in structured Project Management Methodology and SAP Master

Data Governance.

2007-2009

. CHAMPIONED OPERATIONAL EXCELLENCE: Applied strong leadership and Lean

Manufacturing expertise to improve overall operational and financial

performance of the business. Key initiatives: (i.) Developing failure

analysis process to improve product quality; (ii.) Creating global

strategies for optimal delivery of international service; (iii.)

Establishing a new global Management System that better aligned quality

with corporate goals; (iv.) Implementing robust quality processes; (v.)

Eliminating needless waste and non value-add activities.

. INCREASED COMPETITIVE BUSINESS ADVANTAGE: Managed a CRM implementation

project team, enabling Lenze to automate key processes and streamline

information exchange between different departments, strengthening

relationships with customers. Served as project lead (with P&L

responsibility) for the US Postal System, the company's largest U.S.

customer. $12M project was delivered on time / on budget and involved

all aspects of logistics, purchasing, resource management, forecasting,

customer and supplier interfacing.

2002-2007

. DROVE AGGRESSIVE OPERATIONS TUNRAROUND: Led major consolidation /

relocation strategy that reversed substantial financial losses in 7 of 8

previous years and achieved profitability. Focus on assessing process

capabilities, closing under-performing locations and consolidating

remaining operations, and serving as a bridge from short-term gains to

long-term sustainability. Additional results: 25% reduction in inventory

levels, 10% increase in sales, and 20% cost reduction for Inbound

Logistics.

Earlier Career Engineering, Operations, Business Reengineering Management

- LUCENT TECHNOLOGIES

(1985-2001) International Customer Service, Materials, Project Management -

AT&T

Education B.A., Business Administration, Emmanuel College, Boston,

MA (1994)

Six Sigma Greenbelt Certification

Manufacturing Leadership Program, Lucent Technologies

(2000)

Masters of Business Communication, Clark University

(ongoing)

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