Alex Gladkikh Professional Resume (continued) Page

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E V P G E N E R A L M A N A G E M E N T G L O B A L O P E R AT I O N S

M U LT I - S I T E M A N U FA C T U R I N G T R A N S F O R M AT I O N

Global Senior Business & Operations Executive with full $500M+ P&L responsibility for

multi-site worldwide manufacturing operations in North & South Americas, and Europe for

the US Fortune 100 global companies (high volume process and engineered product

manufacturing businesses). Delivered consistent strong revenue and annual profit gains,

multi-million dollar operating cost reductions, and significant yield improvements. Highly

effective at leveraging global partnerships to deliver sustainable, eco-compliant business

environment focused on meeting ROI requirements. Noted for...

Revenue Growth: Achieved Sales growth by 30% at Bal Seal Engineering and 125% at VACCO

Industries attaining 14.7% YOY top-line growth in six years with MBO principles (from $39M to $88M+).

Market Leadership: Grew VACCO Industries market share on the global footprint by elevating

brand awareness, improving deliveries, establishing key strategic & distributor relationships worldwide.

International Business: Captured $100M+ of a new international business (Europe, China, Russia,

Mexico, and Canada), increased customer base, and market share to global leadership position.

Business Transformation/Turnaround: Drove successful transformations at Alcoa, International

Paper, Bal Seal and VACCO Industries with profound business/system/process improvements.

Multi-site Manufacturing: Successfully managed multiple manufacturing facilities by effectively

coaching cross-functional, highly performing teams globally (United States, Mexico, Europe, Russia,

CIS, and Brazil).

• • •

Strong Global GM Leadership Sales Growth and Marketing M&A, Turnaround & Start-ups

• • •

Multi-site P&L World-Class Manufacturing TPS / Hoshin / SSBB / Lean

• • •

ROI & EBITDA Growth Operational Excellence Profound Transformation

• • •

Business Value Creation Supply Chain & Distribution Mentoring

F O R M A L E D U C AT I O N

Executive Education for Senior Executives, Harvard Business School (HBS), Boston,

MA, 2012-2013

(Executive Leadership, Risk Management for Corporate Leaders, Strategic Negotiations &

International Deals)

CPA Training, Becker CPA Professional Education, Los Angeles, CA, 2010-2011

CSSBB, Certified Six Sigma Black Belt, American Society for Quality (ASQ), Los Angeles

Chapter, 2005

CFA, Certificate in Financial Analysis, Keller Graduate School of Business Management,

Irvine, CA, 2004

Dual MBA & MPM (with distinction), Keller Graduate School of Business Management,

Long Beach, CA, 2004

MSME, Mechanical Engineering, South Ural State University, Chelyabinsk, Russia, 1985.

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PROFESSIONAL EXPERIENCE

APPLETON GREENE & Co. GLOBAL - New York City, NY 10/2014

to Present

Accredited Executive Consultant (AEC)

Provide interim management, manufacturing, supply chain, procurement and operational

excellence consulting to small and medium-sized manufacturing companies.

VACCO INDUSTRIES - South El Monte, CA 2008 –

9/2014

A leading designer and manufacturer of specialty valves, filters, and advanced fluid control products offering innovative engineered

solutions to critical missions for defense, space, and commercial markets. $88M in annual sales, 500 employees.

Executive BU Director and General Manager 2012 – 09/2014

Promoted to a new, highly visible Executive leadership role to orchestrate the

company’s efforts to increase its global market presence in the Multifabrication Industrial

segment with a strong focus on scalable business growth through technological

innovation, new product development, branding, premier customer service, and

Operational Excellence. Assumed day-to-day General Management responsibilities over

the Group business performance including Bookings/Orders, Sales, Backlog, Strategic

Planning and Profit. As a member of VACCO Executive Staff, reported to the President.

• Executed BU reorganization and developed the management team for the operating

sites of the business. Drove Operational Excellence strategy to build a low-cost

producer to compete globally. Led strategic planning process to reposition the business

into five key growth platforms.

• Increased commercial orders from $4M to $17M, booked GP margins (existing/new)

from 35.2% to 38.6%, and Sales GP margins from 35.0% to 40.3% through aggressive

marketing activities, improved B & P process, introduction of new products/services,

and optimizing cost structure. Positioned the company as a "one-stop shop" supplier by

developing new technical capabilities.

• Captured $15M of new international business (Russia, Mexico, Canada, UK, and

China) by restructuring Sales Team, developing a 15-workforce nationwide sales

representatives’ network, and improved communication.

• Drove a $2M CAPEX plan to develop the largest etching facility on the West Coast

of the United States.

• Secured a 5-year long-term contract award (LTA) after developing and deploying a

strategic business plan to re-capture several largest customers, resulting in 24% ROI

improvement and restored customers' satisfaction.

• Improved EBIT from 20.5% to 24.6% and Cash Flow in one year by increasing

commercial business, reducing operating costs, promoting fiscal discipline, transparent

reporting, and personal accountability.

Senior Executive Director of Operations and CI 2008 to 2012

Hired by the President to oversaw all aspects of Operations Executive Office with

oversight for P&L, strategic business planning, and tactical activities. Full accountability for

profitability and growth of the multi-site manufacturing operations with a focus on

organizational transformation, processes improvements, new business development, ROI,

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supplier partnerships, and employee relations. Operational efforts to drive the business

performance of a 400-employee team including multi-site Manufacturing, Quality, Supply

Chain, Procurement, Engineering/NPD, EHS, Continuous Improvement, Facilities and

Maintenance. As a member of the Executive Staff, directly reported to the President.

• Played a key role in accelerating annual sales from $39M to $72M+ through

aggressive turnaround leadership, instilling OPEX principles into organizational culture,

organic growth, NPD, processes/systems optimization, exceptional product quality, and

promoting personal accountability.

• Achieved business performance (Yr/Sales/EBIT): 09/42/21.8%, 10/48/23.5%,

11/57/25.6%, 12/72/26.4%.

• Drove profound change by restructuring the Operational Team (17 reports),

establishing KPIs, and promoting Operational Excellence across BUs resulting in

productivity gains: 09/Baseline, 10/+15%, 11/+23%, 12/+18%.

• Improved working capital by 27% and inventory turns by 60% through negotiating

better pricing for high-cost materials as a part of the consolidated inventory program

across all strategic business platforms.

• Led overall efforts in minimizing the overdue backlog from $6M to $700K within one

fiscal year and improved OTD from 76% to 95% through the implementation of the

SIOP methodology across the company.

• Reduced Cost of Failure Quality (scrap, rework, warranty, and repair) by 53% or

$980K in hard savings.

• Realized $2.7M in cost savings and improved ROI by 25% over a four-year period

through strategic BATNA contract negotiation of terms/prices with existing vendors, and

supplier partnership initiatives.

• Achieved $500K in hard savings of removed wastes from Operations by conducting 61 LEAN

events. Improved manufacturability through Value Stream Mapping. Orchestrated the change to embrace

LEAN culture.

• Drove deployment of Wintec post-acquisition process resulting in Sales ramp-up

from $4M to $15M (in 2 yrs).

• Assisted the company to win a $65M contract award for NASA through successful

start-up of a new Manufacturing and R&D facility including developing a business plan,

cost analysis, and organizational structure. Conducted a competent research, site

selection, and plant design.

• Achieved High Employee Safety Records from 2.49 to 1.41 (TRIR) in 2008-2012

(beat Industry trends).

• Launched a massive Facilities Upgrades Construction Project to increase

manufacturing capacity of the clean rooms, assembly/test, warehouses and machine

shops by 50%, improve product flow and employee safety.

INTERNATIONAL PAPER COMPANY (IP) - OAO Svetogorsk, Russia

2007 to 2008

A $27 Billion global leader in paper and packaging products that is complemented by an extensive North American merchant distribution

system, with primary markets & manufacturing operations in North America, Europe, Asia, Latin America and Russia.

First Deputy Mill General Director, OPEX and Process Control

Provided leadership for a highly visible revenue and EBITDA growth opportunity through

orchestrating the transformation of Mill multi-plant pulp and paper, 24/7 operations into a

world-class lean manufacturing culture. Promoted to First Deputy Mill General Director

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in three months to oversee Wood Yard, Power, Pulping, Chemical Recovery, Board & Fine

paper machines, Logistics, and Warehousing of 1.5M+ sq. ft. Received the “President’s

Coin of Excellence” for 14 consecutive months of sustained high profitability.

• Full P&L responsibility with consolidated annual sales revenues of $500M+

(Domestic & Export).

• Directly managed 10 direct reports and indirectly oversaw up to 2,500+ union and

non-union employees of 8 plants in Russia with additional management oversight for

plants in Poland and Brazil.

• Secured a $10M agreement with Tetra Pak through improved OTD & increased

operational capacity by 20%.

• Reduced $3M of SG&A costs by organizational restructuring, disciplined fiscal

policies, and accountability.

• Completed start-up of a new BCTMP Pulp Plant with annual pulp production

capacity of 200,000 mt/year.

• Deployed ROI-driven strategic Investment plans, business case, technical

alternatives, & projects justification. Overall responsibility for >$250M Spending Budget

including CAPEX plans to sustain business growth.

• Outsourced maintenance by successfully negotiating a $5M Contract Maintenance

with BE&K for 2008.

• Achieved significant improvement of OME efficiency of PM4 fine paper machine

from 76% to 95% and increased its output by 15% or 48,000 mt/year of extra product

(at $500/ton) by completing a Six Sigma project.

• Oversaw successful implementation of enterprise-wide SAP ERP system.

BAL SEAL ENGINEERING - Foothill Ranch, CA

2005 to 2007

An $80M+ industry leader in providing customers worldwide with innovative solutions using material science and canted-coil spring

technology.

Corporate Vice President, Strategy & Operational Excellence

Recruited by the President/CEO. Brought strategic vision and effective management,

championed formal planning process, tightened integration of operating departments, and

revised the organizational structure to meet growth and business demand. Eliminated non-

value added costs across multi-plant manufacturing operations through fiscal discipline,

strategic planning, systems integration, team coaching, execution, and professional

integrity.

• Direct P&L responsibility with $80M+ in annual sales, 8 direct and 800+

workforce personnel.

• Developed and implemented business strategy & annual operating plan (AOP) for 7

key growth platforms resulting in a 30% increase in Sales, improved customer

satisfaction and value proposition.

• Presented strategic and tactical plans, capital budgets and quarterly operating

results to the Board & CEO.

• Executed the Operational Excellence strategy & Hoshin Kanri Policy deployment

resulting in the inventory reduction of Raw Material, WIP, FG and Components by $2M,

and improved OTD by 60%.

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• Served as a Project Manager in charge of all research and development, as well as

for implementing company PeopleSoft ERP system. Reduced late orders from $4.5M

to $26K in four months.

• Saved $200K annually in production costs through Cellular Manufacturing (CMM,

Automation, and SPC).

• Directed the production ramp-up for 2 start-up out-of-state manufacturing facilities

to full production including competent site research, developing the business plan,

financial management and cost analysis study.

ALCOA FASTENING SYSTEMS AND RINGS (AFS) - Torrance, CA

2000 to 2005

A leading worldwide designer, manufacturer and supply chain service provider of fastening systems, specialty fasteners & components.

BOEING, AIRBUS, GE, LOCKHEED, PRATT&WHITNEY, GOODRICH, HONEYWELL, WESCO, SNECMA, ROLLS ROYCE.

Operations Manufacturing Manager

Challenged with turnaround and return to profitability of business operations after years of

losses, declining sales, and poor product quality. Full P&L responsibility for $60M in

annual sales, 13 exempt, and 500 non-exempt employees. Overall Planning,

Forecasting, Budgeting, Cost Estimation, Staffing, Resource Allocation and Management

Control. Operations include CNC Miling/Turning, EDM, Screw Machining, Heading, Sheet

Metal Stamping, Grinding, Secondary Machining, Automated/Manual Assembly, Heat

Treat, Surface Finish & Packaging.

• Developed strategic and tactical operating plans, budgets, and costing models and

quoted all new business.

• Achieved successful turnaround within the first year and positioned for long-term

growth. Increased sales by 35% & profit contributions by 20%. Successfully completed

several long-term agreements (LTAs).

• Reduced 33% operating costs and improved ROI by 22% in 2 years by

championing 4 Six Sigma projects, driving TPS/ABS methodology across respective

product lines. Net Production output increased by 30%.

• Reduced standard lead-time from 22 weeks to 8 weeks and thereby reducing

manufacturing cycle (JIT).

• Improved the Quality Index 5% by reducing scrap, attrition, and rework.

• Introduced Automated Plating Lines (reduced direct labor by 63%, scrap by 38% &

redundant inspection).

• Improved hardware inventory resulting in $3M+ in direct cost savings and improved

OTD (18 to 10 weeks).

• Consolidated supplier/vendor base from 150 to fewer than 40, which accounted for

80% of spending.

• Administered off-shore cost saving programs by moving product manufacture to

France, Hungary and Mexico.

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PREVIOUS EXPERIENCE:

Division Operations Manager, KAVLICO CORPORATION, Moorpark, CA

1997 to 2000

Manufacturing Manager, SCHLUMBERGER ATE, Simi Valley, CA

1994 to 1997

Production Supervisor, KAMA CORPORATION, Hazleton, PA

1991 to 1994

Business Unit Manager, CHERNIGOV AUTO WORKS, Chernigov, Ukraine

1985 to 1991

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