MICHAEL J. FAVORETTO

acs4dp@r.postjobfree.com

Cell: 248-***-****

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

Howell, Michigan 48843

SALES & BUSINESS DEVELOPMENT PROFESSIONAL

Experienced sales and strategic business development manager, operations and engineering manager and general manager with a successful background meeting diverse business objectives, including product design and development.

Effective in boosting sales and impacting unit recognition and productivity through advanced leadership, market analysis, implementations and cross-functional teamwork.

Expert in the identification, analysis and resolution of diverse operational and business challenges, improving productivity and quality, through continuous improvement and Lean Six Sigma methodologies.

Highly focused on adhering to organizational missions and philosophy while positively impacting bottom line and daily performance.

Skilled presenter and communicator with success impacting organizational performance and reputation.

CORE COMPETENCIES

Industry Experience: Automotive, Industrial, Telecommunications, Mobile/Cellular, Medical Equipment, Computer, Machine Tool Equipment, Consumer, Defense/Military, Aerospace

Sales/Account Management:

Strategic Business Development, Marketing Strategies, Account Management, Contract Negotiations, Competitor Analysis, Penetrate New Markets, Budgeting and Forecasting, Sales Channel Leveraging; Managed Direct and Inside Sales Organizations, Independent Sales Agencies and Distribution, Program and Project management, Distribution Sales.

General Business Management:

Organizational Leadership, Best Practices/Benchmarking, Budgeting & Finance, Strategic/Tactical Planning, P&L Management, Profitability Improvement, Policy/Procedure Development, Team Building, HR and Asset Planning, Product Development and Promotion, Program and Project Planning and Risk Management.

Operations Management:

Productivity Enhancement, Site Consolidations, P&L Management, Business Excellence, Lean Training and Six Sigma Methodologies, Problem Resolution, Supply Chain Optimization, Budgeting, Cost Containment, Merger Integration, Team Building, Team Facilitation, Cross-Functional Change Management

TECHNOLOGY/PRODUCT EXPERTISE

Electronics

Switches

Connectors

Sensors

Actuators

Professional Experience

Hirose Electric Company, LTD, Livonia, MI 2015 – Present

$1.2 billion Japanese based connector manufacturer

Key Account Manager

OEM’s: FCA (Fiat-Chrysler Automobiles) and Nissan

Tier 1 Accounts: Continental, Denso, Harman, LG Chemical, Valeo and Marquardt.

Developed and implemented strategic business development plans to penetrate assigned OEM and Tier Accounts

Company currently has limited Automotive Industry products. Working with Development Engineers to identify product gaps and develop new product solutions.

Strategic Business Development initiatives being implemented

Networking established industry contacts at OEM and Tier levels

Focus on matching existing products with best fit applications

Product/Technology gap analysis to identify new product development opportunities

Meeting with Advanced Purchasing and Engineering personnel at each account

Establishing previously non-existent relationships with customer locations in Mexico to increase new business opportunities

Value Based Services, Inc, Howell, MI 2009 - 2014

Holding Company Formed To Purchase Franchise Business

Owner/Operator: Sign-A-Rama: Franchised Retail Sign Business

Full service sign and digital printing franchise focusing on business to business enterprise.

Took over location that had been closed for 6 months and starting from $0 sales, reached yearly revenue level in excess of $470,000 by year 2. Other achievements:

Improved operations during the first year to be awarded “Most Improved” location among the franchisors 900+ worldwide locations.

Received a “Top Marketing Award” given to the top 50 locations for demonstrating exceptional commitment and performance in marketing my location.

Presented with a Top 10 Customer Service Award

NOTE: I sold the business in December, 2013, completed final transaction in Spring 2014.

Allied Panels GmbH, Hopfgarten, Austria 2008-2009

$70 million contract manufacturer of medical imaging devices

Business Development/US Operations Manager

Led startup of US Operations initiatives including site location, lease negotiations and facility setup in Madison, Wisconsin. Planned and executed business development strategy to win business at major medical device OEMs.

NOTE: Business was sold to Celestica in 2009 and operations consolidated.

TTI, Inc., Fort Worth, TX 2006-2008

$1.2 billion electronic component distributor

Automotive Strategic Account Manager

Manage strategic business development targeting the company’s primary automotive and transportation industry customers, which accounted for over $40 million in annual revenue. Responsible for strategic account planning, forecasting, account management, business growth, contract negotiation and after-sales support.

Responsible for negotiating multi-million dollar contracts for parts, logistics and services.

Developed and implemented strategic plans for identifying and penetrating targeted accounts

ITT ELECTRONIC COMPONENTS, Orion, MI 2000-2006

$700 million manufacturer of electronic switch and connector products.

Automotive Sales Manager, North America 2000-2006

Managed $20 million North American automotive & transportation industry business. Responsible for sales team management, marketing, strategic planning, budget, forecast, account management, business growth, contract negotiation and after-sales support. Managed and directed field sales personnel to achieve objectives. Major accounts handled included: GM, Ford, Chrysler, Delphi, Visteon, Lear, Navistar, John Deere, Freightliner, plus others.

Achieved 75% revenue growth reaching $20 million within three years through effective management of field sales personnel.

Negotiated all contracts including production and post-production service agreements.

Fostered growth by leveraging sales leadership skills with strong engineering, operations and product knowledge to direct strategic account and product planning activities.

LUCAS CONTROL SYSTEMS, Hampton, VA and Troy, MI 1991-1999

$250M electronic components division of $4.5B Lucas Industries, plc; LCS acquired by TRW, then ITT.

Global Business Manager, Driver Interface Products, Troy, MI 1996-1999

A high-profile position having global responsibility to develop business in the automotive industry for the company’s switch products. Accountable for all business activities including sales / marketing,

budgeting, contract negotiation, P & L, product development, program management including aftermarket product and sales support.

Grew business from “zero” to $2.5M within two years by focusing on targeted accounts having specific product applications, which met business development objectives.

Created new business opportunities valued at $9 million by developing strategic alliances with other Lucas automotive divisions.

Plant Manager, Hampton, VA 1994-1995

Set up operations at a new facility for a $21M North American operation managing 14 direct and 185 indirect reports. Launched far-ranging cost reduction initiatives to strengthen key operational metrics.

Accountable for site P&L, budgeting, purchasing, engineering, manufacturing and quality.

Consolidated three facilities and established new plant in Virginia; completed project $500K under budget by conducting weekly detailed progress reviews of critical path objectives.

Developed and implemented plant wide training program which improved on-time-delivery, quality employee morale and productivity.

Successfully implemented continuous improvement, TQM, cellular manufacturing and a teamwork culture to double weekly production output without increasing head count.

Engineering Manager, Hampton, VA 1992-1994

Led product design, project management and manufacturing engineering team responsible for interpreting customer requirements and preparing custom electronic products for manufacturing, including development and installation of new manufacturing processes. Managed a staff of 14 professional engineers.

Saved $4.3 million by directing eight engineering professionals in multiple cost-reduction and equipment installation initiatives.

Reduced average product introduction cycle time from four to two weeks by streamlining activities, identifying and eliminating non-value added steps and improving communication between engineering and operations personnel.

Customer Service / Inside Sales Manager, Hampton, VA 1991-1992

Led the re-design of all customer center activities for new division of Lucas including staff selection,

training, development and implementation of processes and procedures.

Responsible for selecting computer hardware and CRM computer software.

Consolidated three sites into a single facility increasing profitability, accuracy and client satisfaction while reducing overall Customer Center costs by $3M per year.

Implemented staff training program having measureable feedback resulting in improved customer satisfaction metrics.

DURALITH CORPORATION / LUCAS DURALITH, Millville, NJ / Roche, England 1985-1991

$40M manufacturer of custom electronic components; acquired by Lucas in 1985.

Managing Director – special assignment in England 1990-1991

Led the team assigned to evaluate and correct poor operation performance at the company’s facility responsible for supplying products to the European market. Responsible for P&L and all site functions.

Successfully reversed $100K monthly loss to profitability within ten months through

implementation of site wide training program, improved communication, TQM, cellular manufacturing, continuous improvement initiatives and a teamwork culture.

General Manager 1987-1990

P&L responsibility and managed day to day site operations including production, engineering, customer service, quality, purchasing, and accounting. Led implementation of Lucas manufacturing systems and methodologies.

Drove 50% growth to $15 million over two years through improved operations metrics, enhanced customer service initiatives and new product introductions.

Business Development Manager 1985-1987

Managed the acquisition, integration and relocation of related business and new product line. Provided product management activities including new designs, production, customer interface and contract negotiation. Doubled sales of new product in one year by targeting strategic customers.

EDUCATION / TRAINING

MBA, Business Administration, University of Michigan, Flint, MI

BS, Printing Management, Rochester Institute of Technology, Rochester, NY

Company Sponsored Training

Six Sigma Green Belt Certification – University of Michigan

High Impact Communications – Dale Carnegie Institute

Improving Leadership Effectiveness – ITT Program

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