Sales Customer Service

**** **** **., ******** *****, OH. *****

Mobile: 330-***-****

*********@**********.***

M A RK S AN ZON E www.linkedin.com/in/marksanzone

SENIOR L EVEL E XECUTIVE

D I R E C T O R / O P E R AT I O N S / G E N E R A L M A N A G E R

Results oriented, entrepreneurial professional that provides creative and significant business

process improvement solutions through strategic alliances, collaboration, process innovation,

operational excellence, and Lean Six Sigma initiatives. Drives to manage costs, eliminate

constraints, cut waste, reduce variability, enhance quality, and increase profit margins.

Mentors and coordinates teams of professionals to new levels of achievement in highly

competitive, fast-paced environments. Demonstrated success in:

• Certified Lean Six Sigma Black Belt • Lean Implementation (5S, VSM, Poka

Yoke)

• P&L Responsibility / Budget Management • Building High Performance, Cross-

Functional Teams

• Strategic Planning, Project Management • EHS (Environmental, Health and Safety)

Compliance

• Revenue Growth / Expense Control • Business Development, Customer

Focused Initiatives

P R O F E SS I O N A L E X P E R I E N C E

REGIONAL DIRECTOR Sterling Autobody Centers, Inc.,

2011

Natick, MA.

A $220M wholly owned subsidiary of Allstate Insurance. Responsible for mentoring and driving the

overall profitability, performance of quality, employee safety, and customer satisfaction in a

multi-state region of large, process based plants.

• Increased EBITDA 8% by monitoring and strongly influencing business performance drivers

that returned improved internal processes, consistent use of visual control dashboards, and

significantly enhanced customer service

• Added 10% to bottom line profit by establishing direct accountability for quality process

policies that reduced waste and defective work re-dos by 25%, and increased customer

satisfaction by 15%

• Eliminated constraints which improved plant throughput and cycle time 12% through

training direct reports (GMs) in business operation methodologies utilizing Lean processes,

tools and tenants

• Performed as a Leader/Advocate to identify and direct Kaizen, quality, production and

continuous process improvement initiatives

BUSINESS CONSULTANT MISCOR, Ltd. “3-D Service” Massillon, OH.

2011

A world class, multi-million dollar, industrial electric motor / generator rebuilding operation. Engaged

to produce and facilitate a Lean Six Sigma “Black Belt” DMAIC (Define, Measure, Analyze,

Improve, Control) project to reduce variability and improve the bottom-line. Collaborated with SMEs

(Subject Matter Experts).

• Projected first year annual savings of $182,000 - $660,000 dependent on extent of Lean

processes implemented to eliminate waste during production, requiring no capital outlay or

infrastructure investment

• Evaluated production environment, implemented root cause analysis of labor variability

through 5Why exercises

• Produced significant cost savings by proficient use of Minitab statistical software,

Histograms, Normality Studies, Process Mapping, Value Stream Mapping,

Prioritization Matrix, and Quality Companion. Collaborated with a team of engineering

experts to assure standard work priority and quality checkpoints were achieved

OPERATIONS MANAGER Monro Muffler Brake, Akron, OH.

2006 - 2009

A $565M publicly traded, aftermarket automotive service organization, employing 4,926 and

headquartered in Rochester, NY .

Fostered an environment of production safety, and skillfully implemented operations management

of production, sales, and purchasing functions exercising appropriate cost saving programs that

added 12% to bottom-line profit. Successfully turned around underperforming, freestanding

operations by fostering best practices known for providing sustainable change and critical

improvement in full accord with company policies. Significantly increased profitability and repeat

business by recruiting, mentoring and directing teams of individuals resulting in cohesive, revenue-

producing units.

M ARK S AN ZON E

• Reduced overhead expenses by 20% and Worker Compensation claims filed by 50% by creating

a safe employee work environment that recognized onsite hazardous materials and

emphasized 5S Methodologies through proactive “tool box” training sessions and visual

charting methods

• Produced revenue that consistently ranked in the top five in market in gross profit by

successfully implementing a Continuous Improvement culture on the production floor that

focused on identifying, producing, and promoting services that meet customer needs

• Increased sales 20% sales and improved gross profit by 10% by implementing a Lean

Production Process that revised subordinate job assignments and work product mix to

improve efficiency, profitability and increase output

• Achieved first place market status by establishing a Zero Defect quality and production

environment that yielded significant process efficiencies

• Reduced WIP (Work-In-Process) time 20% and increased revenue 15% by creating fast-

paced, “Poka-Yoke” or mistake proofing production environments without a measurable

increase in defects or poor workmanship claims

• Decreased labor overtime, defects, and scrap expense 10% by conducting performance

appraisals for direct reports that implemented appropriate “best practices” to ensure

production, scheduling, gross profit, cost and quality goals are met

SALES AGENT Progressive Insurance Co., Mayfield Heights, OH.

2005 - 2006

Third largest multi-line, publicly traded insurance organization employing over 27,000 associates with

sales of over $14B. Built brand awareness at the insurer, with a strong Internet marketing approach,

and maintained the brand image.

• Won numerous awards for exceeding team based sales goals in a call center

environment

Sold over 500 policies which resulted in Top 10% placement amongst direct sales peer

group

GM / MANAGING DIRECTOR Sanzone Body & Paint, Inc., Tallmadge, OH.

1996 - 2004

Directed a privately held production, automotive collision repair and refinishing organization.

Employed quantitative and analytical skills to formulate strategic, market-driven solutions.

Structured the organization’s staffing and employment level to meet needs of production

within individual project and overhead budget constraints.

Developed successful marketing campaigns that produced record sales numbers. Generated

high customer satisfaction index (CSI) levels resulting in repeat business and new client

referrals. Implemented cost effective corrective solutions throughout the organization.

• Initiated a new marketing strategy for the business that achieved record sales and

increased gross revenue 45% by directing department heads to develop time-focused,

quality-oriented teams using continuous improvements Kaizen techniques, coaching and

observation tools

Cut WIP materials expenses 15% by implementing Lean methodology through the

•

plant production environment

• Achieved 21% reduction of workplace injuries by implementing a formal HazMat

training protocol and maintaining record of on-the-job injuries to meet OSHA requirements

• Reduced employee-training expenses 33% by utilizing vendor capabilities and

establishing a dynamic incentive-based compensation program to shrink turnover, motivate

and retain key personnel

• Provided mentoring and feedback that emphasized a co-operative environment,

Continuous Process Improvement, and exceptionally high productivity in a cross-functional

setting

• Increased market share 10% by establishing executive-level partnering agreements

E D U C AT I O N / C E R T I F I C AT I O N

Certified Lean Six Sigma Black Belt, Kent State University (Stark), Canton, OH.

Master of Business Administration (Executive MBA - Management), Kent State

University, Kent, OH.

Bachelor of Science in Industrial Management (BSIM), University of Akron, Akron, OH.

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