Cameron E. Hill

*** ****** ***** *****/ **** Valley, CA 93065

805-***-**** - abh3qy@r.postjobfree.com

Career Objectives

To secure a senior level position with a wholesale distributor,

manufacturer or a services based company supporting or involved in

Aerospace, Automotive, Transportation, Biotechnology, Construction,

Manufacturing, Consumer Goods, Equity Investments or Telecommunications.

Key Strengths

Restructure specialist able to build organizations from the ground-up or

rebuild existing organizations to improve profitability. Significant

experience in restructuring all aspects of the organization which includes

both sales and operations. Can design and implement the "right" business

model that will deliver the greatest return in the shortest amount of time.

Direct experience in complex supply chain systems supporting international

distribution and manufacturing operations, sales, marketing, big box

retail, consumer products, consultative business reengineering and

procurement.

Employment

UniNet Imaging, Inc. Hawthorne, CA

January 2009 to present

Chief Operating Officer

. Professionally recruited to take this organization to Best-in-

Class status in international production and distribution.

Company consists of three (3) domestic operations and twelve

(12) international operations (and growing). After the first

year, increased net profit by 10.4% from FY2008 to FY2009;

increased cash flow $645,000 same period

. Consolidated domestic operations removing redundancy from the

organization impacting operations, sales and production.

Created new job descriptions for sales and operations supported

by KPIs and SOPs. In addition, centralized HR, Accounting and

Purchasing reducing FT headcount by 30%

. Evaluated, selected and implemented an ERP system (Microsoft

NAV) that is on track to generate the intended benefits that

were originally anticipated. An example includes consolidation

of supply chain activities resulting in improving inventory

integrity and production output with projected net impact of

$1,000,000+ within the first two years from go-live

. Restructured the sales organization to deliver the greatest

returns to the company by creating new roles and

responsibilities. Improved average GPM from 28% to 31.5%.

Projecting a 23% increase in sales for FY2010.

. Reduced overall freight costs by 10% in first year by

consolidating freight partners, using a 3rd party auditor, re-

allocating the "right" inventory to stocking locations and

eliminating warehouse "touches"

. Designed work cells by product category increasing product

output by 15%

. Responsible member for real estate related issues including

legal and risk management

Makita USA, La Mirada, CA

April 2006 to December 2008

Senior Vice President of Operations

Successfully implemented a number of high-impact initiatives that

moved Makita to Best-in-Class status in logistics, customer

fulfillment and customer service.

. Promoted to Senior Vice President of Operations after one (1)

year of employment

. Responsible for Operations budget; increased Operating Income

from 1.9% (starting March 2005) to 4.2% (ending December 2006)

. Re-engineered the supply chain / logistic platform to improve on

time delivery and accuracy rates. This effort resulted in

improving the fulfillment accuracy rates for Makita's largest

customer from 95% to 99.9% (The Home Depot)

. Designed a Reverse Logistics program for returned products

turning repaired tools into a significant revenue generator.

Secured relationships with internet based B2C outlets for these

products

. Phase I of the proposed and approved consolidation plan produced

a one (1) time benefit of $10 million with an on-going cash flow

of $900,000. Designed and built a regional customer service

"super center" as part of the project

. Reduced overall freight (including supplies) as a percentage net

sales from 3.4% to 2.9%

. Created new job descriptions for Branch Operations, IT,

Inventory Control and Customer Service. Customer Service became

a profit center and all managed to a P&L

. Responsible for leading and directing SOX compliance efforts

. Project Manager for new ERP system (BPCS) implementation

supporting North America headquarters and five (5) regional

distribution centers

Makita - January 2005 to April 2006

Vice President of Operations

Professionally recruited by Makita USA to re-engineer the Operations

organization. The objective was to reduce the total cost to operate

while taking their fulfillment capabilities to world-class status

resulting in improved operating income.

. Designed and developed the right operations structure for this

company. Integrated all operations functions to leverage scale,

drive efficiencies, standardize processes and procedures and to

eliminate redundancy to better serve internal constituents and

customers

. Responsible for all infrastructure and real estate, distribution

and logistics, IT (new IT initiatives include an ERP system, new

B2B platform and BPO considerations) and all customer service

related activities

. Within just eight (8) months, identified $33 million in

potential "hard cost" savings

. Recommended a new VoIP system resulting in a cost savings of

$578,000. Abandoned call rates for Customer Service decreased

from 8.2% to 1.9%

. Established corporate agreements for travel, temporary labor,

packaging including BPO opportunities for payroll and freight

billing resulting in an annual cost savings of approximately

$375,000

Arconix Group, Oxnard, CA

2002 to 2005 (January)

Vice President of Global Sales and Marketing

Responsible for "restructuring" a global wholesale distributor of

various electro-mechanical and hardware related products sold to OEMs.

Through the efforts of this restructuring, the company's sales

increased 56% total (global) over a two (2) year period.

. Completely rebuilt the sales organization (which included outside

and inside sales) both domestically and internationally

. Increased average GPM (products sold) from 29% to 32%

. Developed a private label product line manufactured by Asian based

suppliers that generated 40% plus GPMs

. Introduced new value-added service offerings that generated 70%

plus margins

. Developed new marketing campaigns resulting in growth in new

markets and industries

. Was a key contributor in coordinating the due diligence efforts to

sell the company to an investment group

IBM Armonk, NY

2001 to 2002 (July)

Senior Sales & Delivery Consultant

Represented the industrial sector practice and was responsible for

developing and delivering a multitude of strategic Business solutions

for major global companies. Highly complex IT efforts (SAP) that

resulted in a complete reengineering of the client's sales,

operations, production, manufacturing and supply chain business

processes.

. Solutions generated multi-million dollar cost savings opportunities

for the client

. Negotiations conducted at the C-level supported by detailed

financial back-up and ROI analysis

W. W. Grainger, Inc. Chicago, IL

1993 to 2000 (December)

National Integrated Supply Manager

Responsible for developing and delivering Plant Engineering and

Manufacturing Integrated Supply Chain solutions primarily for multi-

site clients. Objective was to lower cost to operate by designing and

installing energy efficient components and equipment, applying lean

manufacturing principals and implementing sophisticated systems

management solutions.

. Outsource solution that typically generated multi-million dollar

savings for the client

. Focused on plant engineering, production and manufacturing

environments utilizing lean manufacturing techniques and

operational reengineering

. Designed and implemented complex supply chain solutions supporting

production and plant engineering (SAP)

. Was an original member that helped design and develop this new

Grainger business unit

. Recipient of W. W. Grainger's prestigious REACH award for

contributing to double-digit sales growth

. Responsibilities included managing and directing five (5) Regional

Supply Chain Managers, developing "New Client" sales strategies,

driving incremental sales growth over prior year.

Major Account Manager - Industrial MRO Products

Developed strategic sales initiatives for large complex national

clients.

. Delivered 59% growth in last year in this position. Took a

territory from a deficit position to one of the most successful

. Exceeded sales objectives in every year

. Presented with the President's Club Award for demonstrating

exceptional teamwork, leadership and sales expertise. The

President's Club is the top sales honor awarded by W. W. Grainger

($6 billion plus company)

Others

Rocketdyne Division of Boeing, Canoga Park, CA 1988 to 1993 (January)

Education

California State University Northridge - Northridge, CA 1993

Master of Public Administration

University of Redlands - Redlands, CA 1985

Bachelor of Arts, Business Management

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