LUIGI N. DEGANI
** ********** *****, **. **********, ON, L2M3M9 • -905-***-**** • **********@*******.***
EXPERIENCED DYNAMIC, GROWTH-FOCUSED INTERNATIONAL OPERATIONS EXECUTIVE
Strong background in aluminum casting, machining and painting technology processes. Ensures continued customer
satisfaction by building and motivating a highly productive work forc e dedicated to delivering quality products with maximum
efficiency and minimum cost. Keeps an eye on the bottom line, implementing innovative strategies to maintain budget
parameters and drive new business opportunities. Fluent in English, Italian, Spanish, and Portuguese.
CORE COMPETENCIES
Profit and Loss Responsibility Project Management Restructuring
Greenfield General Management Operations
Financial Controls Quality Assurance Industrial Engineering
Lean Manufacturing Labour Relations International Experience
PROFESSIONAL EXPERIENCE
2010 – 2013
VP. INTERNATIONAL COMMERCIAL DIRECTOR
DP Desarrollo Caribe, S.A. Republic of Panama
Importer/Distributor for high end European Brands such as Germaine de Capuccini (cosmetics)
Maletti & Nilo furnitures/equipment, Sybaritic products among others
Costumers include: Sheraton Hotel, Sonesta Hotel, Hard Rock Megapolis Hotel
2007 – 2010
DIRECTOR OF FRANCHISE
Capital Trade Group, S.A. Republic of Panama
Responsible for the development, start up and operation for a Restaurant and Bakery Food Master franchise opened in
2008 with an initial investment of $ 1.200.000
Sales turn over after 3 years of operations: $ 975.000 per year
2006 – 2007
VICE PRESIDENT, OPERATIONS AMERICAS
Teksid Aluminum Brazil/Argentina (Restructuring)
Responsible for $ 190,000,000 yearly Business, 95% South American Market. Budget, P&L, Forecast, Sales, HR and
bottom line results. Direct reports included PMs and Plant Directors
Reduced head count by 300 in 6 months without disruption to operations, saving $2,590,000
Reduced on an average 9% costs on suppliers contracts, netting yearly saving of $ 1,000,000
Increased turns from 16 times to 32, taking W IP down to 4 shifts vs.6 days
Built customer rapport by ensuring that quality related claims were reduced by over 2 million dollars
2002 – 2006
PRESIDENT, MANAGING DIRECTOR, SOUTH AMERICAN OPERATIONS
Hayes - Lemmerz Borlem, Guarulhos, Sao Paulo, Brazil (Restructuring, volume growth)
Responsible for $110,000,000 yearly business turnover, with 65% local market and 35% export to U.S. and Europe. Led
budget, P&L, forecasts, sales, and bottom-line results
Direct reports included general manager, plant managers, financial director, human resources director, sales and marketing
director, and executive assistant
Renegotiated/changed all existing suppliers/service contracts (excluding Row Mat.), achieving 18% savings. Modified and
lengthened payment terms
Reviewed raw material/inventory, schedule, and logistics to be more responsive to customers’ sudden changes, therefore
minimizing purchases and bettering turns
From September to year-end 2002, cash flow turned from negative $1,300,000 to positive $900,000
Company sales turnover increased 17% in 2003 and 29% in 2004 due to the export volume and local market growth
Capital expenditures for 2003 were 17% less than AOP and 28% less in 2004.
Product and processes quality improved and the plant was awarded with Ford Q.1 and ISO 14001 certifications
Placed a new leadership team and immediately started work on reorganizing the plant’s overall structure. As a priority,
built and agreed on a plan with the local union to eliminate working seven days a week
Luigi N. Degani 905-***-****
•**********@*******.***
In 2002 with the same volume and export as 2001, EBITDA was 15.7%. In 2003 with 9% more volume, EBITDA was
19.8% and in 2004 would be at AOP. Beginning in 2004, local volume increased 30%, a $10,000,000 plant capacity was
authorized, and by year-end, 80% of the project would be finalized on time and on budget, with 350,000 units per year
added
Plant utilization was 65%, requiring weekend and overtime to meet customers’ demands. With a leadership change in
the maintenance department, implementation of a PM program, and much-needed proper equipment spare parts
purchases, proper operator instructions, and training, increased plant utilization to 85%.
Implemented the Corporate Operational Excellence program, which was the same model as the steel plant
Product export volume quality was not best in class, having high customer PPM. For the last eight months of 2004, the
plant had zero PPM from overseas and local customers
Drove synergy with the steel facility resulting in cost savings for human resources, purchasing, financial, and sal es
Contract renegotiation improved C.C.C.s from 19 to 11 days, Cost savings for the three years amounted to a total of
17.0%, Unit costs continued to be the lowest in all of HLI, Headcount of 180 remained basically at 2004 AOP, despite the
increased production volume of 350,000 units
2001 – 2002
PLANT GENERAL MANAGER
Hayes-Lemmerz Somerset, Kentucky, Somerset, Kentucky
Assigned to build a greenfield facility European style in the U.S. This task included building a new “European team” and
overall responsibility for the Somerset facility
Recruited 140 temporary employees in order to reduce weekend production and allow maintenance to repair critical
equipment, as well as prevent development of non-effective operators
Equipment utilization rose to 80%, tools were retrofitted and gained in productivity and product quality, and overall reject
rate dropped to 30%, which allowed more good parts being sent to customers
Oversaw all vehicles being retrofitted with good wheels and were off the yard lot at M.B. into dealerships in time to be
sold
Invested $12,000,000 for overall restructuring to enable the plant to supply new and old programs
1997 – 2001
MANAGING DIRECTOR
Hayes-Lemmerz Alukola, Ostrava, Czech Republic,(Greenfield Project)
Responsible for $38,000,000 investment
Designed and built factory and completed this project under budget at $600,000
Developed manufacturing processes, purchased and installed all equipment, and recruited and trained all staff
Successfully launched 12 new parts programs in first year
Brought plant to maximum capacity of 1,100,000 units per year, achieving total investment payback in five years
Coordinated the training in Italian facilities for 35 employees for a six week term
Successfully developed 12 new programs in the first year and achieved Ford Q.1 and ISO plant certifications by the
second year
ADDITIONAL CAREER HIGHLIGHTS
TECHNICAL COORDINATOR/FOUNDRY MANAGER Reynolds Wheels, Rualca, Valencia, Venezuela
ENGINEERING MANAGER Reynolds Wheels, Collingwood, Ontario
TECHNICAL MANAGER Reynolds Wheels, Rualca, Valencia, Venezuela
PLANT MANAGER Hyundai Canada, Newmarket, Ontario
PLANT SUPERINTENDENT Canadian Auto Parts Toyota Inc., Delta, British Columbia
F OUNDRY S UPERVISOR C .A.E. Montupet, S aint Catharines, Ontario
PROFESSIONAL DEVELOPMENT
Lean Six Sigma Training Hayes-Lemmerz Borlem
Toyota Manufacturing System Toyotashi, Ichi Prefecture, Japan
Aluminum and its Alloys AFS
Titanium and its Alloys AFS
Technology and Applied Arts George Brown College,Toronto, ON
Industrial Engineering Instituto Tecnico Industriale Paleocapa, Italy