LUIGI N. DEGANI

** ********** *****, **. **********, ON, L2M3M9 • -905-***-**** • ab987n@r.postjobfree.com

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-***-****

•ab987n@r.postjobfree.com

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

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