Professional Manager

EMERY A. BRAULT

** ********** ***** * ***********, MA 01129 w 413-***-**** w ********@*****.***

OPERATIONS AND MANUFACTURING MANAGER

“Emery has proven time and time again that he has the ability to GET IT DONE regardless of the situation or odds against him.” Director of Distribution, Top-Flite Golf Company

Highly ethical and results-oriented professional with an exceptional ability to resolve complex problems and introduce innovative solutions through technology and automation. Track record of delivering multi-million dollar performance and process improvements for the industry leader in the manufacture of golf balls. Natural ability to rally team spirit amongst staff to achieve organizational goals combined with a genuine interest in mentoring teams to excel. Catalyst for change who has helped logistics and manufacturing operations transition through corporate restructuring initiatives. Changed entire culture in Custom Ball area for Callaway Golf to embrace Lean manufacturing principles.

AREAS OF EXCELLENCE

Budgeting w Inventory Management w Lean Manufacturing w Strategic Planning

Customer Service w Team Building w Performance Reporting Metrics

Budget Management w System Conversions w Change Management

PROFESSIONAL EXPERIENCE

NEW BREED LOGISTICS 1/2011 - Present

Logistics General Manager

Currently oversee entire 3rd party logistics contract with RFS America. Responsible for all areas of logistics; including shipping, packaging, receiving, budgeting, continuous improvement and inventory control. Manage 30- 50 employees depending on need of client.

§ Created efficiencies by changing the entire flow of goods. Including production-planning activities using lean principals.

§ Developed feedback system to client to understand needs better and champion change and improvement

§ Achieved ISO9001 and internal safety certification within first year.

§ Developed and implemented metrics in conjunction with needs of the customer and contract requirements.

LEGO SYSYTEMS INC 5/2010 – 12/2010

Operations Manager

Oversaw Relationship with 3rd party Distribution center in Dallas Texas for inbound and outbound freight. I was responsible for all aspects of operations within the Warehouse. Including planning, procurement and final decision-making concerning policy, staffing and equipment.

§ Created strategic initiatives in order to streamline operations to improve efficiency.

§ Developed planning tool in order to better handle “peak season” volumes and have visibility of those orders.

§ Created feedback system to better allow for solving of problems and issues.

MILLENNIUM DIE GROUP, Three Rivers, MA 2/2009 – 5/2010

Operations Manager (Plant Manager)

Oversaw 2 plants for production, procurement and quality. Developed quality systems and manufacturing flow for die making production and assembly. Developed metrics and benchmarks for various functions including Preventative Maintenance, Planning, Operations, Shipping, and Procurement.

§ Created quality system. Used key Lean principles as a basis for entirely new system.

Resulted in increase of quality measurements of 10% in first 3 months

§ Re-engineered entire shop floors to better utilize space and manpower restraints.

Used lean principles of flow and Kanban to create better synergy between departments and job functions.

§ Developed cost analysis for both facilities including all functional areas.

Researched actual costs and set benchmarks and goals for each area.

CALLAWAY GOLFBALL COMPANY, Chicopee, MA 1989 – 2009

(Formerly Spalding Sports Worldwide, purchased by Callaway in 2003)

Business Unit Manager Custom Ball/Club Worldwide (2005 – 1/2009)

Oversaw a team of 6 with responsibility for 120 with accountability for producing custom products for customers worldwide. Developed operational flow and process under lean manufacturing principles. Created and reported metrics concerning on-time production, quality and overall performance, which allowed for process improvements and efficiencies.

Managed annual budget of $7 Million. Responsible for sales of $40 Million annually. Performed all functions of the area, including Supply Chain, Customer Service, Planning and Operations.

§ Part of a team that re-engineered the entire manufacturing flow and process to use Lean principles

Resulted in an increase in on-time performance from 60% to 97% in a 1 year span

§ Decreased downtime by 50% of equipment

Developed plan to limit the number of changeovers and maintenance through better scheduling of personnel and equipment

Distribution/Compliance Manager (2000 – 2005)

Oversaw a team of 6 with indirect reports of 40 with accountability for shipping and export of products to 7,000 customers worldwide. Conduct short-term and long-term strategic planning sessions to forecast product sales and shipping volumes. Manage annual budget of $3 million with an inventory of $50 million. Measure and monitor performance metrics on shipping, compliance and resource utilization.

§ Personally spearheaded initiatives to improve and maintain overall on-time shipping average of 98%

§ Saved $7 million in charge backs over 4 years

§ Shaved $2 million off annual freight budget of $6 million

§ Curbed cycle time on orders by developing interfaces for carriers including FedEx and UPS.

Operations Manager – Etonic (1996 – 2000)

Managed the logistics, shipping, quality control and general daily functions of 2 facilities generating $100 million in annual sales of golf and running shoes. Controlled an inventory of $30 million per year and supervised 70 staff with 150 union personnel. Assisted with union contract negotiations.

§ Led assimilation of a third party, 250,000 SF warehouse into 2 locations in Chicopee, Ma and Reno NV – met challenge of daily business continuity while overseeing moving activities. Trained all new personnel after acquisition of new brands.

§ Pared down package handling time 5X and reduced overall shipping costs by 30% by conceiving of and implementing batch processes to produce delivery labels.

§ Slashed returned products by 50% by creating an inspection program and implementing audit processes for a major overseas vendor. These initiatives later spawned other vendor specific quality-driven programs.

Customer Service Manager – Spalding Sports Worldwide (1994 – 1996)

Guided 30 department representatives in the resolution of issues and inquiries on 200,000 incoming orders annually on a product base that generated $600 million in annual revenues. Oriented new hires and created a training manual. Ensured nationwide coverage by introducing a buddy system concept that addressed seasonal and geographic differences. Reduced product returns by $12 million annually, a 75% reduction, by collaborating with sales department on a comprehensive return policy.

EDUCATION w TRAINING w AFFILIATIONS

WESTERN NEW ENGLAND COLLEGE

Bachelor of Science, major in Management, minors in Marketing and Accounting, 1987

CAMBRIDGE COLLEGE

Master’s of Management, 2007

Six Sigma Green Belt, 2005

Six Sigma Black Belt Training (2009 – Present)

Additional training in Lean Manufacturing/Distribution, Organizational Development and Stress Management, Lean Manufacturing Certification, Lean Office Certification

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