Sales Management

MICHAEL L. RUSSO

**** ******* *****, **** ******, Florida 34685

Home: 727-***-**** Email:*******.*******@*****.***

Mobile: 727-***-****

Plant Management Executive

A Manufacturing and financial operations executive with several years experience managing operations for various industries including Steel Mini Mill manufacturing, Building materials and consumer products Special expertise in building and leading major corporations through start-up, reengineering, high-growth and divestiture cycles. Top-caliber qualifications in all areas of business with a strong background in operations management, business development, manufacturing, supply chain/sourcing, logistics, strategic planning and performance management. Delivered strong and sustainable revenue and profit improvements through expertise in the following key areas:

• Lean Manufacturing/6S/Kanban • Strategic Planning & Financial Management

• Multi-site Operations Management • Multi site project management

• Safety and Hazmat Compliance

• Team Building, Coaching and mentoring • Quality Management

• Turnaround/Crisis Management

• High Volume manufacturing • Process Engineering/Automation/Optimization

• Capacity Planning/Demand Analysis • Supply Chain Optimization

PROFESSIONAL EXPERIENCE

MASONITE INTERNATIONAL, Inc. Tampa, FL… 2008 to 2010

Masonite is one of the world’s leading manufacturers of interior doors and entry door systems. A fortune 100 organization with annual sales over 2.5 billion with over 80 manufacturing and distribution facilities in 18 countries. and employs over 7000 employees worldwide.

Business Unit Manager

Recruited by Masonite International to restructure and implement turnaround strategy for $100M Door manufacturing facility located in Northern Indiana. This model facility employed over 280 employees with manufacturing floor space in excess of 220,000 square feet. Provided oversight and organizational leadership to existing management team with target initiatives aimed at improving Customer performance, Operations efficiency, Quality Systems, Lean operating model, Cost management and Improved financial performance.

• Developed/delivered plan for 2 consecutive years igniting revenue stream and improving EBITDA by 30%.

• Elevated safety awareness in the facility and posted a record achievement of 501 days without a recordable injury. TIR reduced from 6.65 to zero incidents or a 100% improvement. This performance served as best in class within organization.

• Improved Customer Fill rates from 77% to 99.5% on time and complete by establishing level loaded production schedule for all operations. Program generated positive results with improved lead times and reductions in backorder commitments.

• Developed and managed an informational reporting system that provided key metric scoring and benchmarking and was further utilized as a motivational tool with staff and tied to incentives/rewards programs.

• Executed improvements in Manufacturing, Purchasing and Returned Materials. Results included a 20% improvement in labor utilization and a 50% reduction in cost of rework of customer returns.

• Saved $1,200,000 in cost savings projects with initiatives targeted in Direct Labor, Cost of Quality and Overhead Reductions. Gains recognized in increased labor efficiency and reductions in customer returns, supplier quality, internal defects. Overall COQ decreased from 3.4% of Cost of Sales to 2.8%.

• Served as a Lean Sigma Champion in the organization and coordinated several Kaizen events that contributed to increased operating efficiencies and reducing waste with several facilities within interior door group.

• Implemented PFEP (Plan for every part) across multiple facilities that became a critical tool in improving material flow, delivery routing and pull signals.

• Directed a cross functional team aimed at reducing need for forklifts within the various manufacturing facilities. Project eliminated 50% of all forklifts and recognized $5M of annualized cost savings.

• Implemented several changes in manufacturing facility that generated favorable variances in machining speeds, SMED techniques and visual factory management.

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AAR Composites, Inc. Wood Dale, IL... 2006 to 2008

A division of AAR Corporation, a fortune 100 organization with annual sales over 1.2 billion and over 5,000 total employees. AAR Composites is a leading manufacturer of composite structures supporting the aviation and aerospace industries.

Divisional Controller

Directed and managed all strategic and operational planning initiatives for new business unit located in northern California. Provided oversight during start-up relating to project management, lease negotiations, labor relations and design build efforts.

• Developed a 10 year expansion strategy for manufacturing business unit which was subsequently presented and approved by board of directors. This growth strategy provided for expansion into west coast market with an initial committed investment valued over $40 million.

• Directed several initiatives aimed at driving operational performance and value through increasing efficiencies in workflow, MRP utilization and business processes. Gains provided in cost and continuous process improvements.

• Negotiated several contracts with key customers both in military and commercial aviation markets. Program wins provided significant gains with first tier customer base and increased market positioning.

• Developed and managed an informational reporting system that provided key metric scoring and benchmarking and was further utilized as a motivational tool with staff and tied to incentives/rewards programs.

• Led all efforts in acquiring extrusion facility for use in various aircraft design and aerospace applications.

NEW MILLENNIUM BUILDING SYSTEMS, Fort Wayne, IN. 2003 to 2006

A division of Steel Dynamics, a fortune 100 corporation with annual sales over 3.5 billion and production facilities throughout North America. New Millennium fabricates trusses, girders, steel joists and steel decking for the non-residential construction industry.

Regional Controller

Key member of dynamic team managing start-up operations for the most technically advanced Steel Joist manufacturing facility in the country, generating approximately $450 million in annual sales. Directed and established all operational functions including manufacturing operations, Human Resources, Benefits Administration, Finance, Sales and marketing/Customer Service, Budgeting, Strategic Planning and Corporate Safety.

• Negotiated several key vendor contracts in the purchasing of Hot-rolled flat sheet steel, cold formed sheet steel and various structural steel products. Created long term agreements with steel mills generating purchase cost savings in many of the raw material components.

• Contributed to the development and implementation of numerous cost containment and process improvement initiatives having swift and positive impact on revenues and profits. Conducted market and cost feasibility studies in support of product R&D and rollout.

• Developed a standardized manufacturing cost model and coordinated IT business model to support multiple plant locations. System provided and shared critical production planning and cost containment information, and identified areas/locations with deficiencies and weaknesses.

PSCU FINANCIAL SERVICES, St. Petersburg, FL 2000 to 2003

A provider of traditional and online financial services with annual sales volume exceeding 300million serving the needs of financial institutions and credit unions. Key product offering includes credit card processing, online bill payment and 24X7 call center support.

Director of Finance

Key Member of a rapid-growth financial services organization supporting the back-office needs for credit unions and financial institutions. Recruited by executive committee of the organization to manage several corporate wide initiatives aimed at providing a technical infrastructure that would improve financial and operational performance.

• Directed several mission critical projects for Corporate Information Systems, Sales & Marketing, Call Center Operations and Administrative Services, which successfully enriched the company’s ability to access information as well as link front and back office operations across the enterprise.

• Implemented Business analytics and activity management powered by SAS software, which provided a strategy-focused view of the entire organization including customer behavior, supplier spending and financial performance.

• Directed corporate profitability and business modeling process which included strategic planning, pricing analysis, activity based management, and contract negotiations. Business performance management outlined client profitability and current trends in product and service line performance. This executive management system allowed for full integration of financial, administrative and customer management across the enterprise.

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EDUCATION

Bachelor of Arts, Finance, Saint Leo University, Saint Leo, Fl

ADDITIONAL INFORMATION

SIX SIGMA/LEAN MANUFACTURING LEADERSHIP

Value Stream Mapping (Current and Future State design and implementation)

Six Sigma/Lean Champion

Kaizen Facilitator

Implementation of TPM Initiatives

Roll-out and Design of various SMED Techniques

Identification and definition of Standards of work

Visual Factory Management/6S

Design of Team Improvement and Progress Boards

Lean Project implementation and tracking

Flow Concepts

Cell Design

SOFTWARE EXPERIENCE

Microsoft Office including PowerPoint, MS Project, AutoCAD, Hyperion Essbase

TRANSACTIONAL AND DECISION SUPPORT SYSTEMS:

Oracle MRP, Lawson, MasterPac MRP, Kronos Time Management,

MEMBERSHIPS

Lean Enterprise Institute

Turnaround Management Association

Association for Manufacturing Excellence (AME)

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