STEVEN P. WOLFE acvtjw@r.postjobfree.com

Houston, Texas Phone: 832-***-****

PLANT MANAGER – DIRECTOR – MANUFACTURING MANAGER

Charismatic, high performing manager and solver of operational challenges, demonstrating year to year improvements in cost, quality, and delivery functions. Strong and decisive operations leader with excellent analytical, organizational, team building, and planning skills while always maintaining uncompromising focus on high quality standards and bottom line profit improvement. Unparalleled technical and communication ability. World class manufacturing philosophy based on Lean Manufacturing and Six Sigma. Verifiable strengths in improving processes and work procedures in support of Lean Continuous Improvement programs. Keen instincts to quickly effect change and process improvement resulting in an improved bottom line. Excellent interpersonal skills, able to collaborate at all levels within any organization. Strong team-building, mentoring and people development skills to ensure associates reach their full potential. Core knowledge and skill areas include:

P&L Management to $130MM

Major Operational Turnarounds

Quality Management- ISO9000, AS9100, API-Q2, AWS/AISC, ASME-BPVC

Lean/Six Sigma Manufacturing Practices, including 5S +1, TOC, SMED, Kaizen, PFEP

Health-Safety and OSHA Compliance- Extensive OSHA Experience

Heavy CNC and Precision Machining Experience

Project Management – Supply Chain Management

Engineering Management with Extensive Make to Order and Engineer to Order Experience

KPI and Metrics Creation

Extensive MRP/ERP Implementation Experience with Many Systems

Labor Utilization and Efficiency Improvement/Optimization

Professional Experience

Telemetrix International Technologies Conroe, TX February 2015 – June 2016

Global Business and Operations Manager ~ Promoted from US Business Manager

Telemetrix Technologies is the engineering and products division of Newsco International, one of the largest privately owned drilling service companies in the world with locations in the US, Canada, Peru, Russia, India and the Middle East.

Overview: Recruited by President of Telemetrix to run the US Operations and expand globally with P&L oversight for the US and all new countries. Challenged to stabilize and build a stagnant division built around operational silos with no defined culture while spearheading growth by developing new products and service models and changing the culture to push this growth…all during one of the worst oil and gas downturns on record. Was on track to reach stated goals by reducing inventory by $2.5 million and had expanded sales into the UAE, Indonesia and China, and keeping margins above target at 38%.

oOPERATIONAL TURNAROUND: Achieved budgeted inventory reduction in a market with flat to no sales. Identified slow, obsolete and asset inventory and instituted cycle counts.

oFINANCIAL MANAGEMENT: Improved margin from 28 to 38% through supplier negotiations and cost roll.

oNEW PRODUCT DEVELOPMENT: Finalized development and launched new product and teamed with our largest competitor on complimenting products to gain sales for both organizations and streamlined testing by partnering with competitor.

oGLOBAL EXPANSION: Forged new relationships in the UAE and signed joint ventures with two other companies that would release products into the Middle East, China and Indonesia.

Worked on product and manufacturing licenses that would set up authorized distributors.

Forum Energy Technologies-Davis Lynch Pearland, TX November 2013 - February 2015

Plant Manager

$1.8 billion dollar global oilfield products company, serving the subsea, drilling, completion, production and infrastructure sectors of the oil and natural gas industry.

OVERVIEW: Recruited to lead operations and a $115-Million P&L for Forum’s Davis Lynch location. Acquired in 2011, the facility was in complete disarray with backlog at 35% of annual revenue. Customers had cancelled 40% of orders and on time delivery was at 4%. Ascertained the root cause came from transition of a manual planning system to ERP Microsoft Dynamics NAV and deterioration of the scheduling team and processes. Within 12 months, on time delivery was at 86% and was at 95% by February of 2015.

oON TIME DELIVERY IMPROVEMENTS: 82% increase in 12 months resulting in increased customer confidence and new orders. Added finite scheduling to production, which allowed predictable lead times. Reduced ballooning backlog from $58MM to $14MM

oPROFITABILITY METRICS: Record year for revenue in 2014 with targets being met or exceeded quarter over quarter.

Transitioned from a build to order model to an assemble to order model and moved BOMs from engineering to manufacturing engineering, and instituted parameters for scheduling manufacturing. Developed metrics/KPIs for every department and began training on the Theory of Constraints.

oSAFETY PROGRAM: Reestablished safety culture through training and programs to raise awareness

Steven Wolfe Page 2

KM Services/Enteq KMS Houston, TX January 2012 - November 2013

Plant Manager promoted to Director of Manufacturing and Operations

Leading supplier of MWD and mud motor components for the directional drilling industry as well as a subcontractor of aerospace components. Enteq was a start up that is publically traded on the London Stock Exchange.

OVERVIEW: Recruited by the owner of KM Services to stabilize the business, clear the backlog and make the company attractive to buyers. KM had a $5MM backlog when I began, with almost $2MM being past due. Working with outside vendors I had the backlog to $800K in 90 days and had shipped back-to-back record months when the business was sold to Enteq in May 2012 with them taking possession in July 2012.

oLEAN MANUFACTURING: Using Kaizen events and flow mapping, transitioned company from people managed to process managed, creating achievable metrics and developing KPIs to measure the business. Increased on time delivery from 40% to 86% in a 90 day span by focusing on priorities, level loading and grouping like items to reduce set up time. Bottle necks were removed using a TOC model.

oBUDGET OVERSIGHT: Created budgets for the facility and each department. Had P&L oversight for the South Houston campus.

oCUSTOMER SERVICE IMPROVEMENTS: Restored fractured business relationships with several clients that resulted in a 35% increase in open orders.

oPORTFOLIO ACQUISITIONS: On corporate M&A team, auditing potential new businesses for fit and overall value. Handled due diligence on the operational side, reporting findings to the C-Suite team and Board of Directors.

PPM Technologies LLC Newberg, OR 2010 to 2011

Vice President of Global Manufacturing

Global organization that engineered and manufactured equipment for the snack and food processing industry. Customers included Pepsi/Lays, Dr. Pepper/Snapple, General Mills and many international companies. Corporate HQ in Portland Oregon with plants in Japan and the UK.

OVERVIEW: Recruited by the CEO to facilitate bringing the company out of bankruptcy. Through poor management, the organization was now on Cash in Advance terms with all vendors and was in trouble with customers as well having spent contracted down payment funds to cover payroll and overhead. With the assets owned by a fund group out of New York, the challenge was to get the company profitable, repair relations with customers and vendors and attract buyers.

oORDER BOOK: Cleared all past due in first 4 months totaling more than $3 million in revenue.

oGLOBAL SAVINGS: Closed a Japan location that was hemorrhaging cash, recognizing nearly $1 million in annualized savings.

oLEAN MANUFACTURING: Through Kaizen events and flow mapping, built a team that completely redesigned the shop floor for efficient flow and better throughput. Built value streams that grouped like products and implemented plant wide 5S teams. Instituted daily Gemba walks with the department managers all resulting in an 80% increase in on time delivery.

oAFTERMARKET OVERHAUL: Restructured the aftermarket department adding sales processes that reduced throughput from a 21 day lead average to a 4 day lead average, increasing revenue from $450K per month to $725K per month.

oENGINEERING MANAGEMENT: Led the engineering group to achieve 90% internal on time delivery of projects to manufacturing. Started a program that focused on results, not time and broke down silos that made it a more collaborative group. Highly dynamic, highly successful.

oPRODUCT DESIGN: Developed cross-functional cost saving teams between engineering and manufacturing that have enhanced product design and increased manufacturability resulting in higher profits.

OTHER MANAGAMENT AND MANUFACTURING EXPERIENCE BEGINNING IN 1986

ACADEMIC

BACHELOR OF SCIENCE- CHEMISTRY- ILLINOIS WESLEYAN UNIVESITY (attended)

BACHELOR OF SCIENCE- BUSINESS MANAGEMENT- CALIFORNIA COAST UNIVERSITY

(WILL GRADUATE IN 2017)

BOARD APPOINTMENTS

PRESIDENT- RENO NEVADA ECONOMIC DEVELOPMENT COUNSEL FOR TECHNICAL TRADES 2005

BOARD OF DIRECTORS - WILLAMETTE VALLEY SUMMER INTERN PROGRAM

OTHER EDUCATION

SIX SIGMA GREEN BELT-TYCO OPEX • GD&T-BURLE UNIVERSITY • TURNING AND MILL TOOLING APPLICATIONS ~ ISCAR, KENNEMETAL AND SECO/CARBOLOY • TEAM BUILDING FOR SUCCESS ~ TRUCKEE MEADOWS COMMUNITY COLLEGE • SEXUAL HARRASMENT IN THE WORKPLACE ~ HOUSTON COMMUNITY COLLEGE • MAZAK PROGRAMMING ~ SCHAUMBURG IL MICROSOFT OFFICE, WORD, EXCEL, POWERPOINT AND VISIO

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