Stephen (Steve) P. Pacileo Jr.

*** ***** ** *** ***, Athens, GA, 30601, 706-***-****(Cell), 706-***-**** (Work)

acryz8@r.postjobfree.com

SUMMARY

Successful plant manager with the vision that all employees are assets to be empowered and positively challenged to improve plant performance.

Strong leadership and people skills, holding people accountable, and results oriented. I possess strong problem solving skills and provide cross-departmental direction and influence through positive reinforcement, attention to detail, and excellent follow up skills to ensure priorities and objectives are met.

WORK HISTORY

CertainTeed Insulation, Athens, GA

Plant Manager Athens (February 2012 to Present)

Leading the Athens facility, $85mm operating budget in 2015, my vision for the plant is safety and reliability. 30 salary employees, 157 hourly.

Reduced OSHA recordable rate from 15 to 0 from 2012 to 2015 through emphasis on risk assessments, correcting identified hazards, enforcement of safety rules and implementing behavior based safety.

Tour the plant personally on a daily basis to positively engage the hourly workforce, ensure compliance to safety standards, and keep a pulse on plant operations.

Rebuilt the salary team with 21 of the 30 employees including 7 staff positions hired during my tenure. Use panel based interviews and a team approach to hiring salary and hourly positions.

Achieved over 10 million dollars in cost savings in the last 4 years and the cost per pound of the product is lower now than it was 4 years ago. Biggest impacts were renegotiating the energy contract, sourcing lower cost batch materials, improving scrap rate and renegotiating the union contract to carve out more management rights by eliminating union jobs for janitors, building and grounds, maintenance planner and implementing a two tier wage for entry level employees.

Increased plant operating profit through cost reductions, cost controls, and improved efficiencies. Athens is CT insulation highest production and profit plant.

Interim Plant Manager Athens (November 2011 to January 2012)

Reinstituted staff meetings to refocus the plant towards a team based approach to decision making and to develop the staff as a cohesive team.

Canceled excessive meetings and required all salary employees to spend time on the factory floor to engage the hourly workforce to identify and fix safety and reliability issues.

Successfully transitioned the plant to sustainable insulation in December, which is the second plant I have managed with Chowchilla being the first.

Implemented a preventative program that requires sign offs on all critical component preventative maintenance and daily maintenance activities.

Production Superintendent Athens (January 2011 to October 2011)

Transferred to Athens from Chowchilla to help prepare the Athens plant for the conversion to sustainable insulation, improve operations, and to gain multi-plant experience within CertainTeed.

Improved production 40% within 1 month during my temporary assignment (August-October 2011) as the production superintendent of the K-21 line in Kansas City. Accomplished through training the workforce on the cost of scrap and identifying and correcting scrap producing behaviors on the factory floor.

Production Superintendent, Chowchilla, CA (2006-2010)

Entrusted with signing authority for the Plant Manager when away from the plant from 2007-2010.

Achieved cost reduction goals every year by reducing the scrap rate from 2.5% in 2007 to 1.8% in 2009, which resulted in a scrap reduction of over 500k pounds and an annual cost savings of $75k. This result was due to process improvements accomplished through kaizen events (lean manufacturing), equipment modifications, and correcting scrap producing behaviors.

Reduced overtime from 8.7% in 2007 to 7.0% in 2009 by challenging my shift managers to increase the effectiveness of their production teams. This reduction in overtime occurred as I managed the production downturn by reducing and adding shifts to match production capacity with demand.

Developed and coached my direct reports as they transitioned to other areas of the organization. The maintenance manager and the safety site champion were promoted from my supervisor team.

Coached my managers to improve consistency and implementation of progressive discipline across teams that resulted with several poor performing individuals leaving the company.

Implemented the Learning Path training program in 2008 to reduce the time to proficiency for new hires while improving overall operational and safety performance. The number of OSHA recordable accidents for new hires (less 1 yr experience) has decreased from 5 in 2007 to 0 in 2008 and 2009.

Merrill Lynch, Cupertino, CA.

Financial Advisor (October 2003 to March 2004)

Earned series 7 securities license and California insurance license.

Helped clients achieve their financial goals through assess management and budget planning.

Even though I am interested economics and finance, I quickly realized that this was not the right step for me and I used my military benefits and savings to attend MBA School at Santa Clara University full time from 2004 to 2005

Owens Corning, Santa Clara, CA.

Shift Manager (January 2000 to September 2003)

Managed production shift of 40 union workers with an emphasis on safety, diversity, quality, and environmental compliance while ensuring customer orders were satisfied.

Improved production performance by leading a team of mechanics and operators to implement a process improvement, which increased job efficiency by 5 to 7 percent depending on the product.

Coordinated maintenance activities as Maintenance Supervisor with production department, which increased maintenance response effectiveness. This was a temporary 6 month assignment.

Assisted in rewriting the union contract with the HR Manager and HR Generalist to eliminate difficult legal terms and make the contract easier to understand and administer.

Led the response to a molten glass leak that occurred on my shift, which resulted in no injuries and minimized damage to critical equipment.

Silgan Can Company, Sacramento, CA

Management trainee (June to December 1999)

Second shift coverage, electrical troubleshooting, learning the food processing and can manufacturing business in the can plant side of the Campbell’s Soup Plant in Sacramento.

This job was not very challenging and I was able to transition to a more challenging position with Owens Corning in Santa Clara.

United States Navy, Pearl Harbor, HI.

Nuclear Trained Electronics Technician (1993 to 1999)

Qualified, by the Commanding Officer, as a nuclear reactor operator for the nuclear powered fast attack submarine USS Los Angeles.

Performed maintenance, repair, and calibration of microprocessor based nuclear control equipment.

Earned Navy Achievement Medal, Good Conduct Medal, and four admiral commendations.

Entrusted with a secret security clearance while serving on the USS Los Angeles.

My collateral duty was administration of the training records and inventory of classified technical manuals for the nuclear power plant. I was recognized by the command for the improvement of administration to “above average” on my last reactor safety inspection by Naval Reactors.

EDUCATION

MBA, Santa Clara University, June 2005.

BS, Business Administration, Management, San Diego State University, December 1991.

Naval Nuclear Propulsion Program, 1995. This program consists of a 7 month electronics school, a 6 month nuclear engineering school, and 6 months on an operating nuclear training platform. This training is equivalent to an AS in electrical engineering or nuclear technology and several universities give credit for the classes.

TRAINING

Saint-Gobain New Managers training, Paris, France. June 2011.

TPM Consulting Lean Manufacturing Training. 2008.

Management Development Institute at the Browne Center for Innovative Learning; affiliated with the University of New Hampshire. 2007.

Dale Carnegie Course of Effective Communications and Human Relations. 2006.

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