Sales Manager

Dean J. Tulumaris

*** ***** **** **** 203-***-****

Hartford, CT Home 860-***-****

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

Executive Level

High performing executive who excels at business excellence which includes

double digit annual sales growth, dramatic improvement of operational

efficiencies and the extreme improvement of EBITDA. Strong business

skills which include business development, strategic planning, new product

development, program management, operational excellence and implementation

of new capabilities. Excels at bringing order to chaotic situations,

connecting associates to a cause for positive and effective results.

Signature Skills:

. Strategic Planning . Acquisitions . Lean Manufacturing

. Business . Continuous . New Product

Development/ Improvement / Development

Value Creation Process Development

Professional Experience:

Memry Corporation, Bethel, CT

2002 -2009

President and Chief Operating Officer 2006 - present

Responsible for a company with multiple facilities that manufactured

medical components. Initially recruited as VP /GM to improve operational

efficiencies then promoted to COO and President where I lead an executive

team in business development. This resulted in the growth of sales by 100%

and the improvement of EBIDTA from 8 % to 22% of sales.

. Value Creation- Improved EBIDTA from 8% of sales to 22% of sales

through the implementation and introduction of several new product and

process capabilities.

. Value Creation- The implementation of 10+ new process capabilities

which resulted in our sales growth from $26M to $62M.

. Value Creation-Improved the standard product margin from 33% to 40%

through product, process and operational improvements.

. Value creation- Successfully negotiated with 2 Major Medical OEM's

supply agreements to secure revenue of $40m over a 3 year period.

. Divestiture - Lead the executive staff in the sale of Putnam Plastics,

which was a $25m dollar transaction.

. Strategic Planning- Developed and completed a world class wire drawing

facility on time within budgetary constraints as part of a strategic

plan.

. Divestiture-Assisted in the Sale of Memry Corporation to SAES Getters.

This was a $78m transaction.

Chief Operating Officer 2004 to 2006

. Strategic Planning-Developed and implemented a corporate strategic

plan which increased sales by 50% through an acquisition and the

implementation of 10+ new process capabilities. This enabled Memry to

compete in several new markets and diversify its customer base and

products.

. Strategic Planning- The implementation of a divisional strategic plan

which resulted in segment growth of sales by 100% in 3 years.

. Business Development-Developed a new product pipeline that consisted

of 60+ projects which enabled Memry to enter several new markets.

. Acquisition- Lead a team in the completion and integration of the

Plastics acquisition into Memry.

. Process Improvements -Developed, Implemented and Improved Operational

KPIs in all facilities which lead to the improvement of our standard

margins by 10%+.

VP and General Manager 2002 to 2004

. Process Improvement- Reduced material variance and scrap through

process improvement program and associate involvement, resulting in a

$2.5m savings.

. Process Improvements-Implemented KPIs for Operations. These KPIs were

used to help to direct our efforts in our continuous improvement

program.

MedSource Technologies, Plastics Division, Danbury, CT, 2000-2002

Vice President and General Manager

Responsible for a $40m division. MedSource manufactured and distributed

disposable medical products.

Recruited to build and grow a plastic division where we increased sales by

30%, developed and validated several new products and implemented world

class manufacturing systems.

. Strategic Planning-Developed a strategic plan that increased sales by

30% and diversified the customer base in two years.

. Business Development- Created a new product development group that

landed several new products, increasing sales by 30%.

. Value Creation-Restructured the organization for the implementation of

lean manufacturing such as SPC, work cells, process improvements,

KanBan and 5S.

. Process Improvements-Improved First Pass Yield by 50% through root

cause analysis and the implementation of process improvements.

Rubbermaid Inc., Wooster, OH, 1996-2000

Director of Ohio Operations

World leader in manufacturing and distribution of Home and Commercial

Products. Rubbermaid is a Billion dollar, International Corporation.

Responsible for multiple facilities, manufacturing and distribution centers

with sales of $600m and 1800 associates.

Recruited to implement World Class/Lean Manufacturing Systems into

Rubbermaid. The implementation of these systems lead to the improvement of

on time delivery to 98%, 30% reduction of inventory and scrap by

$2.7m.

. Strategic Planning-Expanded a manufacturing facility from 10 to 42

injection molding machines as part of a corporate strategic plan. This

was completed on time and within budget, significantly reducing

outsourcing costs.

. Value Creation-Installed finished goods pull system, resulting in the

reduction of customer back orders, improved on time delivery to 98%

along with a 30% reduction in finished goods inventory.

. Process Improvements-Implemented a lean manufacturing system which

included work cells, robotics, kanban and SMED, resulting in a

reduction in labor and a 60% reduction in overall molding cycle times

.

. Process Improvements-Implemented an SPC system for monitoring critical

product characteristics resulting in a reduction of scrap from 3.6% to

1.5% and a net savings of $2.7m.

The Pullman Company- Plant Manager, 1994 - 1996

Federal Mogul Corporation -Plant Manager, 1991- 1994

Schwinn Bicycle Company- Plant Manager, 1985 - 1991

Borg Warner Corporation- Master Prod. Scheduler, 1980 - 1985

Folger Adams Company- Production Planner, 1978 -1980

Education

MBA, Lewis University, 1985

BA, Lewis University, 1978

CPIM, APICS, 1985

Contact this candidate