Sales Customer Service

C. David Lindsay

**** ***** ******* ****

Tel: 941-***-****

Parrish, Florida 34219 E-mail: abhv3e@r.postjobfree.com

Mobile: 941-***-****

. P&L Responsibility . High-Volume

Manufacturing

. Strategic Planning . Turnaround Management

. Reengineering . International Experience

A driven executive with exceptional leadership, general management, and

manufacturing talents. Tireless in the pursuit of maximum growth and

shareholder value, provided the vision, leadership, and innovation that

turned around 3 companies and ignited sales and profits at 2 others.

. Turned around $10 million glass brokerage business losing $2.5 million

over 5 years, delivering $20,000-$30,000 monthly profit within 6 months.

. Turned around $30 million multi-plant manufacturer of fasteners and

tapes, generating first domestic profit in 2 years; concurrently,

transformed Manila operation's $900,000 annual loss to breakeven in 3

months.

. Turned around $5.7 million glass fabricator, producing profit in 12

months after 2 years of $1+ million annual losses.

. Drove annual revenues of glass fabricator from $4.7 million to $9

million in 18 months while increasing profit from 7.2% of sales to 18.5%.

. Grew annual sales of apparel manufacturer from $15 million to $40

million.

. Implemented major changes in operations at all companies, delivering

exceptional metrics.

. Increased productivity 40%.

. Reduced scrap 33%, inventories 66%, lead time 33%, cycle time

90%, returns 85%, and customer complaints 82%.

. Decreased late orders from 87% to less than 2%.

An innovative and energetic executive, skilled communicator / team builder,

and adept negotiator with repeated successes in diverse industries. Proven

ability to analyze businesses, operations, products, markets, and growth

opportunities, then introduce strategic and tactical solutions that improve

competitive performance while increasing sales and profits. Recognized as a

highly principled leader. Consistently recruited throughout career.

Extensive travel, including off-shore, the UK and Far East, and South

Africa.

EXPERIENCE

Corvest SPV, LLC, Largo, FL. 2007 - 2009

$34 million, 3-business-unit company selling ad specialty products

nationwide to a diversified customer base ranging from small businesses to

Fortune 500 accounts.

Director of Business Intelligence

Selected by CEO to start up and lead company's first Business Intelligence

(BI) function, with mission of reducing costs, increasing operating

efficiencies, and improving productivity.

. Developed holistic BI architecture; worked across applications teams

organization-wide to ensure an enterprise view of Bl; designed BI

processes, methods, and metrics; and managed global BI resources in on-

shore-off-shore delivery model.

. Saved company a projected $4.8 million a year within 6 months, plus

consolidated 3 separate business units into a single enterprise in less

than 3 months.

. Improved management capability organization-wide.

AGI/USA Fabrication, Inc., Bradenton, FL. 2004 - 2007

U.S. subsidiary of AG Industries, a $3 billion South Africa-based company

with locations in Bradenton, Miami, Boynton Beach, and Longwood, FL.

Subsidiary purchased glass and mirrors from manufacturers, then resold to

glass dealers throughout state of Florida.

President

Recruited by executive management in South Africa to turn around this

business losing $2.5 million over 5 years and with loss rate accelerating

due to declining sales and shrinking margins. Held P&L responsibility for

all operations, overseeing up to 33 personnel through CFO, VP-Operations,

and VP-Sales. Reported to COO of parent company.

C. David Lindsay

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. Rigorously analyzed operations, then developed and implemented strategic

turnaround plan.

. Halted losses in 6 months, delivering monthly profit of $20,000-$30,000.

. Replaced management team with high-performing executives and leaders.

. Reduced procurement costs 25%.

. Identified unprofitable products and discontinued from line.

. Closed Miami and Boynton Beach plants, reducing headcount 50%.

. Traveled to corporate office in South Africa to work with Board Members

and COO of parent company.

. Purchased company from the parent through an LBO.

Stayfast, Inc., Uriah, AL. 1999 - 2004

$30 million manufacturer and distributor of fasteners, tapes, and

components for the intimate apparel trade, with manufacturing plants in

Alabama, Manila, and Mexico and a dyehouse in New Jersey.

Executive VP - Operations, 2001 - 2004

P&L responsibility for all operations, overseeing 1000 personnel through

Managers of Customer Service, Production, Quality Control, Purchasing /

Warehousing, Mechanical Engineering, MIS, the Controller, and 2 Directors

of Operations, one based in Manila and the other in Mexico. Reported to CEO

of holding company.

. Recruited by CEO to turn around underperforming Alabama operation

experiencing negative cash flow and severe customer problems due to late

deliveries and poor quality.

. Rigorously analyzed operations, then introduced systems, procedures, and

controls, including JIT, cellular manufacturing, and enhanced purchasing

methods, that dramatically improved performance while transforming

organization into customer-focused enterprise:

. Reversed annual cash flow from -$115,000 in 1999 to +$329,000 in 2002.

. Reduced scrap 33%, increased productivity 40%, and decreased

inventories 66% while reducing setup time 10%, lead time 33%, and

cycle time 45%.

. Decreased late orders from 87% to less than 2%.

. Developed and implemented formal Quality Control Department, plus

improved equipment maintenance, reducing returns 7.21% and customer

complaints 82%.

. Improved Stayfast's certification score with Sara Lee (largest

customer) from 49.20% to 96.57%.

. Developed manufacturing partnership with UK-based Worthington, personally

negotiating transfer of equipment with Worthington's President, CFO, and

VP-Manufacturing.

. Achieved ISO 9000-equivalent certification.

. Transformed $900,000 annual loss in Manila to breakeven in 3 months:

. Drove annual profit of Mexico operation from $500,000 to $1 million.

Vice President, 2000 - 2001

General Manager, 1999 - 2000

Contour Industries Incorporated, Surgoinsville, TN. 1997 - 1999

$8 million glass fabricator shipping to international markets and employing

120 personnel.

President

Hired by absentee owner with mission of turning around company losing $1.2

million a year, then selling the business. Held P&L responsibility for all

operations.

. Redirected strategic growth plan.

. Restructured manufacturing while increasing annual revenues from $5.7

million to $8 million and delivering profit within 12 months, resulting

in sale of company in 2 years versus goal of 5 years.

. Led company into Mexican market, landing leading accounts, including GE

and Hewlett-Packard.

. Resolved EPA violation with potential fines in the millions of dollars,

settling for only $8,000.

. Reduced lead time 23%, improved on-time shipping from 65% to 95%,

decreased scrap 35%, reduced returns 85%, and lowered labor costs 30%.

. Received certification from ISO-certified customers.

Commercial Insulating Glass Company, Sarasota, FL. 1995 - 1997

Glass fabricating company employing 120 personnel.

General Manager

P&L responsibility for sales, marketing, production, finance, accounting,

and MIS. Reported to owner.

. Introduced new strategic sales plan that drove annual revenues from $4.7

million to $9 million while growing annual profit from 7.2% of sales to

18.5%, exceeding goal by 35%.

C. David Lindsay

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. Increased manufacturing productivity 100%, plus streamlined company,

decreasing headcount 50%.

. Improved on-time shipping 20% and reduced returns 86%.

King Louie International, Grandview, MO. 1984 - 1994

$40 million manufacturer and distributor of high-quality promotional

apparel, with 5 plants and 800 employees.

VP - Manufacturing / Member, Board of Directors

P&L responsibility, overseeing 800 employees through 15 Managers of

Production, Quality, and Purchasing. Reported to President.

. Revamped manufacturing, leading to sales growth from $15 million to $40

million while profits grew 100%.

. Expanded production operations from 3 plants to 5, improved manufacturing

processes and product quality, plus installed new inventory control

system.

. Set up manufacturing in Haiti, achieving 35% reduction in production

costs.

. Introduced new production process that reduced cycle time 90%.

. Increased on-time shipping 21%.

. Upgraded management and production personnel organization-wide while

implementing continuous training.

. Initially hired as Director of Manufacturing, responsible for reversing

company's poor quality and efficiencies as well as adding new product

lines.

Previously, held progressively responsible manufacturing management

positions with Lion Uniform, Williamsburg, KY; Kellwood, Sunbright, TN; and

Imperial Reading, LaFollette, TN.

EDUCATION

B.S., Industrial Technology, Tennessee Technological University,

Cookeville, TN.

AWARDS

Commonwealth of Kentucky Award, presented by Governor John Y. Brown for

outstanding economic development for the state while managing two

manufacturing facilities.

State of Tennessee - Colonel aide de Camp, Governor's Staff, for saving a

closed plant and preserving 200 jobs.

State of Oklahoma - Territorial Marshall, presented by Governor David L.

Walters for outstanding economic development while managing 5 plants in 4

states.

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