Sales Project Manager

David L. Calentine

*** ***** ***** **, *******, KS, 67230

Cellular 316-***-**** ● Email: abht8j@r.postjobfree.com

Manufacturing Professional with 17 years experience including 12 years of multi-site responsibilities.

Successful at adding value to a company through P&L management, initiative, innovation and proven best practices

including Lean, 5S, Six Sigma and TPM. Skilled at executing manufacturing initiatives that eliminate redundancies,

increase throughput and deliver financial results. Expertise designing manufacturing processes for new products and

facilities from conception through completion. Key qualifications include:

• P&L Management • Multi-Site Management

• Strategic Business Planning • Budgeting (Operating/Capital)

• Facility Design and Equipment Procurement • Lean Manufacturing

• Major Capital Expenditure Planning and Management • New Facility Start Up

• Costing, Margin/Profit Improvement & ROI • Turnarounds

PROFESSIONAL EXPERIENCE

BROADWIND ENERGY, TOWER STRUCTURES DIVISION, Abilene, Texas 4/2010 to Present

Broadwind is a vertically integrated public company in the Renewable Energy industry.

Plant Manager

Recruited to turnaround this wind tower manufacturing facility, leadership challenges included $ 5 million in rework

inventory, quality and schedule attainment.

Responsibilities: Reporting directly to the President, managing a staff of 130 employees through 13 direct reports

with $ 6 million operating budget.

Accomplishments:

Designed and executed a manufacturing plan converting $ 5 million in rejected inventory into customer

accepted inventory generating immediate cash flow while simultaneously implementing best manufacturing

practices achieving schedule attainment for the first time in the facilities history.

Transitioned Quality department from Quality Assurance to Quality Control meeting customer quality

requirements with 0% rejections. Successfully passed previously failed customer quality audits.

Communication, on time delivery and quality improvements resolved historic customer issues positively

improving their perceptions resulting in restored confidence in the facility. These improvements generated

new sales valued at $ 26 million with a nine – (9) month backlog. The new sales required a production ramp

up to meet this increased demand. Directed the ramp up increasing employment by 250% achieving full

capacity utilization for the facility.

Initiated Lean Manufacturing developing Value Stream and Process maps, Standard Operating Procedures,

work instructions and KPI’s. Restructured the plant management team streamlining operational authority and

accountability. Reduced labor costs by 28% and increased throughput by 40%.

UNITED CEMENTING AND ACID CO, INC., El Dorado, Kansas 2007 to 2010

Oilfield service company providing 24/7 acidizing, chemical and cementing services for oil and gas

producers.

President/Owner

Prior to 2007 this small business (less than $ 1.5 million annual sales) experienced year over year losses, a declining

service market, customer loss and an aging fleet. Created and executed a sales, capital improvement and cost control

strategy to achieve profitability.

Responsibilities: Functional authority for all business functions with full P&L accountability. Responsibilities

included accounting, administration, budgets, business development, customer service, human resources, financing,

operations, purchasing, sales and safety.

Accomplishments:

Performed sales, cost and market analysis identifying low margin accounts and service areas with highest

gross profit and growth potential. Led sales effort generating new customers replacing low margin accounts.

New customer’s accounted for 57% of annual sales with a 21% increase in gross profit.

Achieved a total monthly business operating cost reduction of 41% on the same revenue levels.

Developed and executed a capital expenditures plan replacing aged, single use equipment with new multi-

function equipment. Decreased fleet rolling stock equipment and employees by 50%,

Designed and enforced an EH&S program, reduced an above industry standard Worker’s Compensation

experience modification rating to one – (1) recordable incident over two – (2) years. Negotiated a 39%

reduction in Worker’s Compensation annual premium cost.

Improved cash flow cutting receivables aging from an average of 75 days to 33 days, reduced bad debt write

off from 2% of annual sales to less than 1%.

AMERON INTERNATIONAL, WATER TRANSMISSION GROUP, Southern California 2000 to 2006

The Water Transmission Group, a division of a public company is a leading provider of steel and concrete

infrastructure products, wind towers, bridge piling, pressure vessels and steel fabrication.

Plants Manager - 2 Facilities

Recruited as an agent of change and provide common management, for two plants. Successfully integrated lean

manufacturing into the culture, cost effectively developed the synergies between the facilities, stabilizing the work

force, reducing costs and meeting customer deliveries. Combined annual sales for these facilities, averaged $ 90

million.

Responsibilities: Daily management for a Steel Fabrication, and Pipe facility, (40 acre site), and a Concrete and

Steel Pipe facility, (80 acre site). Reported directly to the Vice President of Manufacturing, managed a multi-

disciplined staff of 400 employees through 7 direct reports with $ 16 million operating budget. Maintained

manufacturing certifications including: AISC Category III, AWWA C-200, Lloyds Registry and ASME “S”, “U” and

“U2”.

Accomplishments:

Led a successful trial venture manufacturing wind towers resulting in a capital expenditure of $ 15 million

to modify the facility for long term production of Wind Towers. Conceived and designed the manufacturing

plan and plant layout combining existing infrastructure with new work centers. Increased existing capacity by

260% and decreased labor hours by 57%.

Implemented Lean Manufacturing turning around a $ 66 million project manufacturing steel pilings for the

San Francisco-Oakland Bay Bridge. Decreased work in process inventory by 400%, eliminated

overproduction balancing work center productive rates, production capacity increased 60% with no capital

improvements or expenses. Decreased employment by 33% saving $ 3.9 million annually.

Directed Kaizen teams targeting equipment change over and set up. The Kaizen teams achieved labor savings

of $ 200,000 annually.

Standardize the Safety program from an individual plant program into a universal program using a three-

tiered process. Improved the weekly “safety huddles” adding relevant topics, introduced video’s, improved

documentation and broadened annual training. Instituted new hire safety orientation, training and testing.

Implemented accident investigation process enforcing employee accountability and amending safety policies

and practices.

Developed union contract negotiation strategies for 2000 and 2003 contracts and participated in the

negotiations. Achieved unskilled wage reductions in 2000 with annual savings of $ 750,000 and increased

employee insurance contributions from 15% to 30% in 2003.

CUSTOM STEEL, INC., and CUSTOM STEEL PROCESSING, Kentucky and Missouri 1991 to 2000

Metals fabricating company employing multi-step processing, fabricating and quality methods servicing the railroad,

construction and transportation industries.

Director of Manufacturing/Vice President – 2 Facilities

Two privately held companies, a corporation (Director of Manufacturing) and a Sub Chapter S (Vice President).

Started with the company performing special projects, promoted to plant manager, then to an officer for the Sub

David Calentine pg 2

Chapter S, assumed additional responsibilities for Custom Steel Inc., which was founded in 1995. The business grew

from $ 1.8 million in sales in 1991 to $ 33 million in 1999. The business was sold to a public company in January

2000.

Responsibilities: Reported directly to the President, managed a staff of 125 employees through 4 direct reports

with a combined $ 9 million operating budget. Responsible for all manufacturing operations, fabrication methods

included, coil cut to length, welding (stick, mig and SAW), shearing, plasma cutting, brake press, bending rolls and

punches.

Accomplishments:

Conceived and co-developed an inventory buyback program with a major customer purchasing their raw

materials from them and selling the material back as finished goods. Revenue for this customer increased

from $ 3 million annually to over $ 23 million. The company developed the credit history to purchase

materials directly from steel mills, increasing pre-tax profits from 12% to 22%.

Created a manufacturing process reducing steel mill defect rates from 9% to 3% on $ 20 million in annual

purchases.

Responsible for the development and start up of Missouri plant including, plant design and layout, financial

analysis and staff training. Participated in site selection and negotiations with local Chamber of Commerce’s

and Economic Development organizations establishing state tax credits, local incentives and property

purchase.

CRANE ISLAND VENTURES, INC., Amelia Island, Florida 1987 to 1991

Project Manager

A real estate company developing an 85-acre island and marina located on the Intra Coastal waterway, adjacent to a

municipal airport in Northeast Florida. Responsibilities included all engineering, environmental studies, permitting,

surveying, archeological studies, contractors, construction, annexation into the city, legal and title issues.

EDUCATION AND TRAINING

Bachelor of Science – Geology

Bowling Green State University - Bowling Green, OH

PROFESSIONAL DEVELOPMENT

Lean Manufacturing - (200 classroom hours) Toyota Production System, Team Building, 5S, Kaizen, Scheduling, Value

Stream and Processing Mapping.

Six Sigma Green Belt

David Calentine pg 3

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