K EN B ROWN ( MBA / C PM )

563-***-**** McAlester, OK 74501 acgn0f@r.postjobfree.com

PLANT MANAGER

CUSTOM MANUFACTURING P&L OPERATIONS SALES

Proven ability to lead custom manufacturers to the next level by streamlining operations, identifying market

opportunities, instilling accountability and customer focus, improving communications and controlling costs.

Lean / Six Sigma / 6S Streamline Operations Continuous Improvement

Job Estimation / Scheduling Strategic Planning Quality (ASME,NQA-1, AWS)

Project / Cost Control Value Stream Mapping Turnaround / Culture Shifts

Supply Chain Recruiting / Team building Global Sales & Marketing

KEY EXAMPLES OF SUCCESS:

Transformed culture. Pressure Vessel fabricator’s culture was limiting growth and direction. Executed a

strategic plan to book and ship orders for large equipment. Improved accountability, structure, operations,

communications and customer satisfaction.

Turned around under-performing fabricator. Nuclear metal fabricator was strong technically but

unprofitable. Restored firm to profitability by increasing operating profit by $833,000 and improved customer

satisfaction.

Improved struggling operation. Food grade metal fabricator’s practices were stifling, with neglected

facilities, stagnant sales and low profits. Increased Sales by 55% and Profit from 2% to 11%. Nominated for

Virginia Small Business of the Year.

Took manufacturer to next level. Instrument manufacturer lacked expertise to meet growth goals. Grew

profits by 135% with a NIBT of 15%. Increased sales by 75%.

P R O F E S S I O N A L E X P E R I E N C E

GENERAL MANAGER

Atlantic-Meeco McAlester, OK 2014

Largest manufacturer of custom floating steel docks for marinas in the US. with revenues of $10 million. Recruited

to improve operations, increase revenue and profits.

• Increased EBITDA by $200K over prior year and returning the company to profitability.

• Expanding sales force and rebuilding teamwork and accountability.

• Implementing operational process improvements (6S, scheduling, process mapping, order definition, etc.).

• Working with key suppliers to create win-wins and lower material costs.

PRESIDENT

Lewis Industrial Services Muscatine, IA 2012–2013

Job shop, ASME pressure vessel and structural metal fabricator with revenues of $7 million. Recruited to lead the

transformation of the company. The culture, limited market awareness and inability to fabricate complete systems

were limiting growth and profitability.

• Recruited key managers, instilled accountability, improved communications and customer satisfaction.

• Increased market awareness by holding open house and expanding sales coverage.

• Executed a strategic plan to book and ship complete process equipment.

• Cleaned up the shop (6S), implemented shop scheduling (MS Project) and streamlined operations.

• Lowered material costs and strengthened supply chain.

• Position was eliminated. Prior owners started up a competing business and stole our largest customer.

KEN BROWN 563-***-**** resume Page 2 of 3

PRESIDENT & CEO

Mid Columbia Engineering (MCE) Richland, WA 2009–2011

Metal fabricator for the nuclear industry (DOE) with revenues of $16 million (80 employees). MCE was strong

technically but unprofitable. Helped acquire the company and led the turnaround efforts restoring to profitability.

• Restored the company to profitability by increasing Operating Profit by $833,000.

• Developed a culture of accountability to deliver jobs on time, on budget and to NQA-1 quality.

• Created initiatives to identify and win targeted business and to improve customer satisfaction.

• Implemented earned value project control, 5S, resource planning and critical path job scheduling.

•Developed accounting and contract procedures to ensure accurate estimation of jobs and FAR compliance.

• Position eliminated when the company was integrated into its parent in preparation for its sale.

PRESIDENT

Smart Machine Technologies Martinsville, VA 2006–2008

Metal fabricator for the food, equipment and material handling industries with revenues of $14 million (100

employees). The business was struggling due to a stifling culture, neglected facilities, stagnant sales and low profits.

• Nominated for Virginia Small Business of the Year in 2007 and received “excellent” appraisal rating.

•Increased Revenue by 55% and Profit from 2% to 11% by securing OEMs and streamlining production.

• Recruited top talent and built a culture of accountability with KPI measurement.

• Improved on-time shipments from 81% to 94% and reduced OT from 10% to 2%.

•Implemented programs in value stream mapping, 5S, MS Project job scheduling and project management,

non- conformance reporting, root cause analysis and document control.

• Left the company when the owner brought in his unemployed son as president.

FRANCHISE OWNER

Advanced Profit Technologies of TN Knoxville, TN 2002–2006

Consulting firm that improved the profitability of underperforming metal fabricators. Performed in-depth analysis

of the operations, finance and organization of underperforming manufacturers and implemented improvements

using a holistic Deming based continuous improvement methodology.

•Led turnaround efforts for a nuclear metal container fabricator and increased profits by 12 percentage points.

• Increased the profitability of a metal fabricator by $400,000 in 6 months.

•Led ambulance re-manufacturer out of bankruptcy and increased revenue by 33% and GM from 21% to 44%.

• Closed franchise due to my desire to work as an employee in a team environment not as a consultant.

EXECUTIVE DIRECTOR SALES & PURCHASING

American Magnetics Oak Ridge, TN 1996–2002

Manufacturer of scientific instruments, electro-mechanical components and superconducting magnets with revenue

of $7 million. Recruited to take the company to the next level since they lacked the expertise internally.

• Increased profits by 135% and sales by 85% with 25% being export.

• Developed global sales/marketing plan and formed alliances enabling us to provide turn-key systems.

• Started up a new instrument division and helped implement the Six Sigma quality process.

• Reduced material costs 28% by changing supply methodologies and vendors and revising specifications.

• Left a family owned company due to limited upward mobility.

Other Work History:

C.I. Hayes Cranston, RI Director Sales & Marketing Heat Treating Furnace Manufacturer 1993-1996

• Increased global capital equipment and spare parts sales by 17% to $12 million.

KEN BROWN 563-***-**** resume Page 3 of 3

MG Industries Valley Forge, PA Director of Sales Industrial Gas Plant Division 1990-1993

• Increased sales from $12 to $25 million, with a 25% net profit, by creating a target customer profile.

Other Work History Continued:

Praxair Chicago, IL Region Sales Manager Industrial Gas Plant Division 1986-1990

• Managed regional sales of $100 million and led the nation in new business for 4 consecutive years.

• Sold the world’s largest Membrane-Deoxo Nitrogen Plant and first Nitrogen VPSA Plant.

Praxair Various locations Sales Representative Industrial Gases and Welding Equipment 1978-1986

• Significantly grew sales of 4 problem territories and earned top rating for 6 years. Known as the “Fixer”.

• Created “Project Tulip”, a plan that thwarted 2 new competitors. The market strategy was adopted nationally.

EDUCATION CERTIFICATIONS

Master of Business Administration - Marketing Grand Valley State University, Allendale, MI

Bachelor of Science - Chemistry Bucknell University, Lewisburg, PA

Certified Purchasing Manager APICS

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