Sales Management

Alex Hohne

*** *** **** ****** • Tullahoma, TN **388 • Home: 931-***-**** • Cell: 931-***-**** • *******@*****.*** • www.linkedin.com/in/alexhohne

Senior Leader expert at optimizing all aspects of company operations delivering cost savings, increased

productivity, better safety records, and enhanced company and customer value. Creative organizational

executive bringing together Production, Human Resources (HR), Information Technology (IT),

Environmental Health and Safety (EHS), Quality, Purchasing, Projects, Sales and Marketing, and

Contracts through motivating and engaging high performance teams.

Attributes: Intelligent, Caring, Strategic, Analytical, Creative, Hard Working, Decisive, Visionary, Tough,

Fearless, Capable

1. Reduced staffing requirements 25% by optimizing staffing levels, redesigning shift

schedules and transferring some employees to new sites, maintaining highly skilled and

experienced workforce.

2. Optimized profit and loss for greater than 30% annual profit for $75M annual revenue

stream.

3. Decreased unscheduled downtime 25% and raised accountability in the maintenance

process by introducing Computerized Maintenance Management System.

4. Cut logistics costs 40% by negotiating annual logistics contracts with barge and trucking

companies and changing the logistics delivery for multiple contracts to more cost effective methods.

5. Reduced design time 50% by designing a number of processing facility layouts that then

were adapted to local site conditions.

6. Increased annual contracts by over $12M for operation and maintenance through directed

sales calls to prospective process customers.

Optimizing Organization Success through Leadership and Management

7. Strategic Planning 14. Overhead Reduction

8. Capital Expense / Project 15. Contract Negotiation

Management

16. Quality Management

9. Profit and Loss (P&L)

17. Personnel Leadership

10. Safety Leader

18. Operations &

11. Sales and Marketing Maintenance

12. Engineer, Procure, Construct 19. Budget Planning

(EPC)

20. Logistics

13. Plant Engineering

21. Mentoring Teams

22.

Delivering Sustainable Results

Charah, Inc. – $100+ MM ash, pond, and landfill management company. Charah is the largest ash management company in

the coal-fired power generation market.

Vice President, Louisville, KY 2011 – 2013

Chosen to lead Charah’s foray into the gypsum side of the coal combustion byproduct business.

Generated gypsum sale to major wallboard customer within two months. Negotiated and managed

logistics contracts related to gypsum and ash sales. Developed responses to multiple contracts for EPC

contracts for dewatering construction and for Operations and Maintenance contracts for environmental

controls.

23. Cut logistics costs 40% by negotiating annual logistics contracts with barge and trucking

companies and changing the delivery for multiple contracts to more cost effective

methods.

24. Involved in planning and startup of gypsum pelletizing plant.

25. Authored and delivered $15 MM response to RFP for technical contract operation and

management of power plant flue gas desulphurization system

Synthetic Materials, LLC – $75 MM gypsum supply company started to commercialize sources for synthetic gypsum

produced by coal plant scrubbers. SYNMAT is the largest supplier of synthetic gypsum in the US.

Vice President – Operations, Louisville, KY 2006 – 2011

Selected to improve profitability and reduce overhead of this multi-site operation. Produced annual

operating plan, budget, and staffing plan. Established goals for each site and established priorities based

on customer and company needs. Managed EPC projects from receipt of Request for Proposal to

Commissioning and Turnover. Managed HR, Production, Purchasing, EHS, Quality, Contracts, Logistics,

and CapEx projects for 15 sites.

26. Reduced overhead 40% and improved management financial planning by mentoring and

training plant managers in multi-site operation on budget and financial management skills.

27. Decreased turnover rate to almost 0% and improved morale through team building,

training and open communication.

28. Cut lost-time incident rate more than 50% by increasing awareness of EHS and hiring

EHS management staff to implement proactive safety programs that recognized and

reduced problems rather than simply reacting to them.

29. Oversaw recruitment and selection during 1-year, 40% growth period.

30. Increased annual operation and maintenance contracts by over $12M through directed

sales calls to prospective process customers.

31. Reduced process rejects and associated costs 25% by outfitting and staffing quality

laboratories at multiple sites that allowed proper testing to avoid rework and disposal.

32. Bargained for and directed several multi-year supply contracts to provide support services

exceeding $20 MM annually.

33. Trimmed maintenance cost of heavy equipment 35% while reducing equipment downtime

25% by implementing a maintenance contract for multiple processing sites with a single

vendor.

34. Reduced spare parts expenses for multiple site processing operations 25% by negotiating

national agreements for spare parts and utilizing combined purchasing power of all sites.

US Army Corps of Engineers – Largest construction management organization in the world and oldest command in the US

Army.

Mechanical Engineer, Fort Bragg, NC 2005 – 2006

Hired to manage the mechanical construction on a $125 MM fast track construction project involving the

modular construction of facilities for a new Brigade Combat Team. Managed all field construction from

clearing and grubbing to building completion and including underground utilities and roads. Deeply

involved in the negotiation of construction changes and monthly payment estimates. This project included

all facilities for housing, training, administration and a dining facility for the entire BCT.

35. Exceeded contracted construction QC requirements by designing construction QC

Management System that included weekly monitoring of offsite equipment fabrication and

daily onsite work.

36. Delivered no lost time and no rejects for work under my responsibility.

Wastaway Services, LLC – Developer of an innovative solution to manage Municipal Solid Waste. A division of Bouldin and

Lawson, a manufacturer of plant and tree nursery equipment.

Operations / Plant Manager, McMinnville, TN 2003 – 2005

Selected to reduce downtime and improve performance of the company’s municipal solid waste

processing facility. The equipment experienced 75% downtime and repeated failures.

• Reduced 4 shifts / week operation to 1 shift / week by redesigning plant equipment that improved

reliability and changing plant layout that reduced lost time and wasted steps.

• Minimized maintenance downtime 80% through system redesign that improved reliability 95% and

decreased maintenance time 75%.

37. Improved separation process efficiency 50% yielding higher product quality resulting in

higher prices for recycled metals.

38. Improved process throughput 50% by redesign of feed system to waste management

process.

39. Increased plant maintainability 50% for new plant by changing plant layout to allow

adequate access to service and remove equipment.

Centaur Fluid Power Services, LLC – Supplier of industrial maintenance, repair services and custom machine builder.

Owner / General Manager, Tullahoma, TN 1997 – 2003

Started the company to provide engineering, training, and troubleshooting, repairing and building

industrial and mobile equipment used in a variety of industries including automotive component

manufacturing, consumer product manufacturing, paper related companies, injection molding and blow

molding companies,, sawmills and other wood product manufacturers and heavy equipment users such

as construction companies, nurseries, etc. Additionally, we distributed and marketed hydraulic and

pneumatic components, fittings, and hose for a number of manufacturers.

40. Aligned Annual Staffing Plan with requirements of Annual Work Plan and incorporated

surveys of market areas of each site for compensation adjustments.

41. Designed and built a number of custom machines used in the automotive, HVAC, and

consumer products industries.

42. Delivered no-deficiencies acceptance of processing equipment by writing and conducting

quality, commissioning and start-up plans.

43. Raised annual sales 20% by performing annual market analysis that assured marketing

and sales efforts were directed to the areas that would provide the highest return.

Jacobs Engineering – Leader in architecture and engineering and technical contract management and services.

Mechanical Systems Engineer, Arnold AFB, TN 1986 – 1997

Hired to manage assigned systems’ life cycles. Managed all projects, operations, maintenance,

configuration management, and disposal of all assigned systems. Experienced with Failure Modes Effects

(Criticality) Analysis (FMEA/ FMECA), system safety analyses, systems engineering, predictive,

preventative and reliability-centered maintenance (RCM), Overall Equipment Effectiveness (OEE) and

Total Productive Maintenance (TPM). Assigned equipment included plant and test section hydraulic

equipment, model support equipment, all pneumatic equipment, process air compressors, valves and

ducting, high pressure air distribution system, and associated utilities.

44. Saved $3 MM annually by proposing / managing a project that improved performance of

wind tunnel facilities by replacing numerous 10’ and 12’ process control valves.

45. Reduced major maintenance of compressor system by 50% through team building and

optimizing crew performance.

46. Saved $2 MM annually through servo and proportional valve repair shop operation.

Education

MSME, University of Tennessee Space Institute, Tullahoma, TN

Completed all coursework

BS, Mechanical Engineering, Tennessee Technological University, Cookeville, TN

Publications

Hohne, Alex W. “A Novel Approach to the Handling and Disposal of Coal Combustion Products”, World of

Coal Ash, 2009.

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