Customer Service Manager

BRETT DICKSON

***** ****** **** ( Yukon, Oklahoma 73099

(C) 405-***-**** ( (H) 405-***-**** ( abm2ls@r.postjobfree.com

SENIOR EXECUTIVE / GENERAL MANAGER:

Manufacturing Operations

Award-winning senior executive with a history of transforming existing,

substandard, and distressed environments into high-quality, continuous

improvement, lean centers of operational excellence. Maximize performance

and profitability while minimizing costs and waste though the

implementation of meaningful Metrics and team oriented culture. Address and

tackle seemingly insurmountable obstacles and challenges, creating

innovative and alternative solutions for complex problems and issues.

Bridge gaps between internal and external customers, executives, and

stakeholders, uniting parties on all levels on common mission and goals.

Build, inspire, and lead world class teams and working cultures.

( Multi-Site Operations Management ( Lean & Continuous Improvement

Implementation

( Site Repositioning & Transitioning ( Cost & Inventory Control (

Enterprise Resource Planning

( Customer Service ( C-level Negotiations ( Team & Consensus Building

PRAIRIE TECHNICAL ENTERPRISES, Yukon, Oklahoma 2008 - present

President - Independent Consulting firm

Primarily specializing in turnarounds, restructuring, repositioning and

transitions, M+A, distressed business operational improvement and site

leader coaching.

AFTERMARKET TECHNOLOGY CORP. (ATC), Oklahoma City, Oklahoma ( 2001 - 2008

$400M+ leading remanufacturer and distributor of wide range of automotive

products.

Vice President - North American Remanufacturing Operations (NARO) ( 2004 -

2008

As a direct report to the CEO I oversaw all aspects of daily operations and

P&L for 1 of 2 company divisions, $240M multi-site remanufacturing business

line, Drivetrain (DT); consisted of 2,000 employees located in 9 facilities

in 4 states. Planned and led site rationalizations, repositioning, and

transitions. Administered $30M annual capital plans. Coached general

managers (GMs). Directed business models for proposals and win strategies.

Managed key client relationships with Ford, Honda, GM, Chrysler, Allison,

Subaru, Saab, Kia, Hyundai, and Mitsubishi. Negotiated with customers'

senior leadership.

Major Contributions:

. Positioned and maintained ATC as recognized leader in North American

drivetrain remanufacturing industry, and coordinated flawless launch of

40 + platforms.

. Led NARO to win 100% of major platforms bid from Ford, Honda, Chrysler,

Allison, and GM for 3 consecutive years.

. Ensured seamless execution of global supply chain production plans,

improving communication.

Key Projects:

. Eliminated all past-due, and maximized quality for Chrysler and Allison,

applying continuous improvement culture, metrics driven processes, and

lean techniques.

. Drove design, development, and launch of new products celebrated across

US and Europe, Nuvinci gearless continuously variable transmission.

. Consolidated operations, integrating multiple product lines into several

NARO locations and closing Mahwah NJ. and Gastonia North Carolina

facilities.

Vice President & General Manager - Autocraft Industries ( 2001 - 2004

Administered all aspects of $140-220M division of ATC DT, and its P&L;

included all sales, production, quality, inventory, materials, customer

satisfaction, facilities, finance, HR, engineering, warehouse, shipping,

logistics, cost control, profit, and $65M global supply base. Managed

internal and customer business proposals. Designed and led $6-18M of

capital projects annually. Headed weekly product family team meeting.

Chaired monthly planning reviews to define MRP requirements, inventory

levels, and operating plans. Presented Board with updates on all P&L

spanning from sales to EBITDA. Served as primary contact for key customers,

Ford and Honda. Supervised +1,000 employees covering 3 shifts.

BRETT DICKSON ( Page 2 ( abm2ls@r.postjobfree.com

Major Contributions:

. Increased profitability from $11M to $30M EBITDA despite declining

market.

. Turned underperforming working culture into quality-focused, zero past

due mentality.

. Raised productivity and reduced material and labor costs 40-65%, building

self-directed workforce and leadership team lauded by corporate, and

plant-wide gain-sharing program.

. Restored fractured customer relationships to excellent standing, expertly

managing diverse expectations and often conflicting interests to generate

consensus among multiple entities.

Key Projects:

. Produced immediate enhancements to quality, delivery, and costs, creating

a continuous improvement ethos, through the Institution of product family

teams (PFTs), a metrics driven processes, and lean techniques.

. Expanded market share, eliminated past due and lost sales, raised on-time

delivery from 54% to 100% and maintained it for 3 consecutive years.

. Secured QS9000 certification, and achieved 0 major findings for 7

consecutive years; obtained ISO 14001 certification.

Director - Lean & Continuous Improvement ( 2001

Organized and led multiple events focused on minimizing costs and waste,

and instilling lean and continuous improvement culture throughout ATC.

Mentored leaders at various companywide sites on lean philosophies and

techniques. Conducted value stream mapping.

Major Contributions:

. Instituted framework of lean culture within ATC including a 5S+1

initiative.

. Played major role in reversing $2M loss into $3M profit (annually), and

reducing 1st pass yield defects 30% at the New Jersey facility while

mentoring and guiding the site's GM.

ADDITIONAL PROFESSIONAL HISTORY

GRIMES AEROSPACE / HONEYWELL, Urbana, Ohio ( 1995 - 2001

$400-600M manufacturer of internal and external aerospace lighting products

for commercial and military aircraft; acquired by Honeywell in 1997.

Team Leader of Repositioning ( 2000 - 2001

. Orchestrated seamless $60M transition of Grimes facilities into Allied

Signal model and business units on-time and under forecasted $14M budget,

coordinating 20+ direct reports at multiple sites.

. Repositioned 40,000 P/Ns and $60M in sales with 0 missed deliveries or

negative impact to quality.

Business Unit Manager ( 1996 - 2000

. Directed all aspects of daily operations of a vertically integrated

manufacturing site including P&L, materials, labor, engineering, quality,

sales, marketing, and customer service.

. Eliminated all past due, reducing from $20M to $0, dramatically improving

quality and productivity.

ALLIED-SIGNAL Teterboro, NJ and S. Montrose Pa. ( 1985 - 1995

Bendix Flight system division: Producer of Avionics, Primarily Military,

including the F-16 Digital flight control computer (fly by wire) system and

the entire Glass cockpit for the B2 Bomber

Positions held: Acting Plant Manager, Production engineering Manager, Sr.

Production Engineer

EDUCATION & PROFESSIONAL DEVELOPMENT

Bachelor of Science Electronic Engineering Technology, DeVry Institute of

Technology, Columbus, OH

Six Sigma Black Belt ( Certified Total

Quality Facilitator

Demand Flow Technology (JCIT) ( Materials Resource Planning (MRP) (

Repositioning & Transitions

AWARDS & HONORS

Honda Supplier of the Year (x3) ( Bike of the Year ( Ford Q1 Flag (all 7

consecutive years)

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