Manager Management

740-***-**** (Mobile)

*** ******** ***** ***-***-

**** (Home)

Butler, Pa. 16001

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

SUMMARY

Results-oriented manager with broad manufacturing background and experience

in all areas of business management, including personal business

ownership/operation. A strategic/tactical thinker who is highly motivated,

profit-oriented, and recognized for his ability to institute change and

affect continuous improvement through involvement of all levels of the

organization.

Demonstrates outstanding leadership through judicious delegation,

commitment through personal involvement and dedication, by closely

monitoring critical processes to ensure goal attainment. Proven ability to

consistently produce quality products on time and within budget. Known to

quickly absorb and apply new ideas and skills in new functions. Unusually

adept at recognizing business problems, organizing solutions using a cross-

functional approach around clear, measurable goals and driving hard to

achieve them. Uses solid working relationships as a basis for business

success and quickly establishes credibility with superiors, peers,

subordinates, suppliers and customers.

CRITICAL SKILLS/COMPETENCIES

. Analytical / Objective / Decisive

. Highly Motivated / Self Starter

. Proven Leader

. Visionary / Strategic Planning Skills

. Participative

. Aggressive / Persuasive

. Strong Interpersonal Skills

. Excellent Communication Skills

. Customer-Driven and Profit-Oriented

. Technically Competent

EXPERIENCE

RG STEEL WHEELING, a division of RG Steel, LLC

General Manager - Hot Strip Rolling and Finishing Operations

2008-2012

. Orchestrated Hot Strip Mill reliability improvement effort, resulting in

delay reduction from 33% in January, 2009 to 17% in April, 2009, thereby

increasing productivity from 2500 to 3250 tons per turn.

. Improved Hot Strip Mill reprocessing rate from 4% in February, 2009 to

1.4% in April, 2009.

. Led Yorkville Plant shipping performance improvement effort in 2008,

resulting in converting from consistently missing to always exceeding

monthly shipping plan by mid-year.

. Prepared Yorkville Plant for successful 2009 follow-up to prior wall-to-

wall OSHA inspection, resulting in no issues.

. Developed "Mini-Mill" staffing and operating plans for all plants.

WHEELING PITTSBURGH STEEL, an Esmark Company

Division Manager - Hot Strip Mill

2006-2008

. Established, implemented, and maintained vastly improved housekeeping

strandards, an effort clearly recognized for it's value and readily

adopted as a corporate standard.

. Successfully orchestrated continuous improvement efforts in all

performance metrics, including safety, quality, productivity, delay

performance, shipping performance, and customer satisfaction.

. Re-organized management structure, from classic integrated steel

organization to a "cell" concept, establishing mini business units within

division, creating autonomy and full accountability for meeting business

plan. Division performance improved in all areas, including delay

reduction to world class performance of 14% by November, 2007.

. Ensured consistent Division attainment of business plan objectives and

strategic targets.

WHEELING PITTSBURGH STEEL CORPORATION

Area Manager, Operations - Hot Strip Mill

2001-2006

. Orchestrated and led reliability improvement effort, resulting in delay

reduction from 36% to 17%.

. Successfully implemented use of Finishing Mill automatic work roll change

equipment. Project start-up was on schedule, with all deliverables

exceeded.

. Reduced Slab Yard staffing by 50%, by deployment of current technology,

methods changes, and job combinations, resulting in improved product

quality with zero impact on mill operation.

. Brought a diverse group of operations together to function as a unit,

universally focused on goal attainment and consistently doing what was

best for the Division.

Process Engineer 2000-2001

. Managed Finishing Mill Automatic Work Roll Change capital project - $45

million expense. Equipment start-up was on time, and project came in on

budget with all deliverables met or exceeded.

HANNAH CONCRETE FOUNDATIONS, INC., Winchester, VA

President / Owner

1993-1999

. Increased sales by 100% (1994 to 1998) through impeccable company

reputation built based on quality service, customer satisfaction, and

consistently meeting schedule commitments.

. Achieved zero injury frequency.

. Business was profitable from inception.

AK STEEL (Formerly Armco Steel), Middletown, OH

Superintendent - Hot Strip Mill (Butler Works, Butler, PA)

1991-1993

. Developed and administered business plans and budgets, consistently

meeting or exceeding targets.

. Led a cross-functional team to develop a comprehensive Hot Strip Mill

upgrade plan designed to meet future business demands. Upgrade was later

successfully implemented.

. Planned utilization of facilities, equipment, materials, and personnel in

order to maximize efficiency of operations, resulting in reduced delays,

improved productivity, and reduced cost.

General Foreman - Hot Strip Mill

1989-1991

. Eliminated chronic edge lamination problem on ferritic stainless grades,

caused by dropout bumpers on pusher type reheat furnaces, by charging

slabs on "rider plates" through furnaces.

. Eliminated reheat furnace failures and unplanned down time by developing

and implementing a rigorous, routine six week predictive / preventive

repair cycle on furnaces that processed high temperature silicon steels

(2620 degree F. soak zone setpoint).

Special Assignment - Industrial Relations

1988-1989

. Led a cross-functional team of Union leadership and Plant Management

personnel to successfully develop solutions for pending issues in

upcoming contract negotiations. Goal was to be prepared in advance of

meeting at bargaining table, in order to affect a successful contract

negotiation and subsequent implementation of new labor agreement, which

was the case.

Superintendent - North Processing

1983-1987

. Reduced active department grievance load from in excess of 600 to a total

of 6, through a cooperative Union / Management effort. Department had a

long history of labor unrest, which was resolved by this effort.

. Implemented numerous equipment upgrades to anneal & pickle lines and coil

build-up lines, resulting in quality and productivity improvement and

reduced cost.

. Eliminated environmental opacity issue caused by excessive fuming while

pickling ferritic stainless grades, by continuously adding nitric acid to

pickle tubs as opposed to periodic bulk acid additions, improving

pickling process stability as well.

Industrial Engineering and Operations Assignments - Butler Works

1977-1983

. Held Industrial Engineering roles, servicing entire integrated steel

plant, focusing primarily on methods improvement, improving productivity

and reducing cost.

. Held various Operations Management positions in Hot Strip Mill and North

Processing, including Shift Manager and General Foreman. Brought

production, maintenance, and service groups together, working as a unit

to achieve common goals. Ensured that workforce was highly trained and

qualified in order to consistently produce desired results. Responsible

for and successfully completed special projects aimed at improving

quality and process control, manpower utilization, and energy efficiency.

EDUCATION

BS (Industrial Engineering), Pennsylvania State University, State College,

PA

PROFESSIONAL AFFILIATIONS

National Management Association

American Iron and Steel Institute

American Iron and Steel Engineers

CERTIFICATIONS

OSHA Training

ISO Training

REFERENCES

Available Upon Request

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