Manager Sales
Resume:
STEVEN J. BARILE
Manvel, Texas 77578
Cell Phone: 832-***-****
Email: abm5pb@r.postjobfree.com
EDUCATION
Master of Business Administration. Columbia University, New York, New
York. Lean Manufacturing, Marketing, Finance and Industrial Relations.
Bachelor of Chemical Engineering. Manhattan College, Riverdale, New York.
Unit Operations, Plant Design, Systems Control.
Other: University of Virginia - Marketing and Sales Executives'
Program. Mead Development Institute - Strategic Planning, Decision
Analysis, Analytical Tools. University of Alabama - Lean Manufacturing .
Other studies in 5 S, Theory of Constraints, Six Sigma, SPC, ISO, MRP,
JIT, MIS.
EXPERIENCE
ALLIED POWDER COATING - Houston, Texas
Chief Operating Officer
2007 to 2009
Responsible for profit and loss of a $6,000,000 business with 100 employees
and two manufacturing facilities providing products for energy, industrial
and retail markets. Supervised directly: 2 Plant Managers, VP Retail
Sales, VP Industrial Sales, Controller.
Productivity Improvement...By measuring and monitoring the key
manufacturing variables of the powder coating process, increased labor
productivity by 14%. More importantly, improved customer satisfaction by
reducing lead times by one week.
AMISTCO SEPARATION PRODUCTS - Alvin, Texas
Chief Operating Officer
2005 to 2007
Responsible for profit and loss of a $15,000,000 business with 100
employees and three manufacturing facilities providing products for the
chemical, industrial and mass transfer market. Supervised directly: 3
Plant Managers, Technical Director, Accounting Manager, Sales Manager and
HR Manager.
Business Development Took our wire screen division from the lower margin
water well market into the higher market industrial market. Added $137,000
in profits to the division.
Capital Projects Built a third manufacturing facility from the ground up
to penetrate the mass transfer market. This would add $5,000,000 in sales
to the company within a year.
MOUNTAIN PRODUCTS - Houston, Texas
Chief Operating Officer
2001 to 2003
Responsible for profit and loss of a $12,000,000 business with 95 employees
providing products for the truck fleet, petroleum service and retail
markets. Supervised General Manager, Plant Manager, Director of Materials,
Quality Control Manager, VP Sales and CFO.
Managing Change...To increase the productivity of the work force,
instituted a hierarchy of job skills to provide career paths for shop floor
workers along with peer review systems to monitor an individuals' growth in
skills. This resulted in about 14% of the work force acquiring additional
job skills.
THE COLUMBIA GROUP - Houston, Texas
Consultant
1997 to 2001
In one role, assisted owners in the restoration of their $13,000,000
business with 100 employees providing products for the energy industry by
improving manufacturing and marketing programs. Regal Intl provided oil
field production products such as swab cups, pipe wipers and down hole
drilling products, such as drill pipe protectors. In another role,
installed a lean manufacturing system for a $10,000,000 business with 125
employees providing products for the retread industry.
ENDURO COMPOSITE SYSTEMS - Houston, Texas
Chief Operating Officer
1994 to 1997
Responsible for profit and loss of a $30,000,000 business with 3
manufacturing facilities and 300 employees providing products for the
industrial, petrochemical, pulp/paper, water/waste treatment, food/beverage
and mining industries. Supervised directly: VP Sales, 3 Plant Managers,
Technical Director and Chief Engineer.
Strategic Direction...Broadened our market objective from displacing
conduit with our FRP cable tray to solving corrosion problems with our
composite materials. This led our $8,000,000 company to grow internally
into the larger structural market place and to make two acquisitions.
Annual sales of $30,000,000 resulted.
New Product Development Took a series of custom products (enclosures,
instrument stands, etc.) and turned them into company products, named them
(Steadfast, The Saddle), developed literature and marketed them to similar
customers. If Dow needed it, so did DuPont. Increased sales by $475,000
per year.
RM-HOLZ - Lodi, California
Vice President and General Manager
1990 to 1994
Responsible for profit and loss of a $10,000,000 business with four
divisions and 170 employees providing products for the mining, farm
equipment, oil and gas and aerospace industries. Supervised directly: VP
Sales/ Marketing, VP of Operations, and VP of Finance.
Market Definition...Instead of just being a regional mining supplier based
upon pump and valve sales, broadened our mission to encompass the larger
industrial pump and valve market. This led to a national sales program and
custom sales growth of 20%.
VERTICEL, INC. - Melrose Park, Illinois
Vice President and General Manager
1987 to 1990
Held profit and loss responsibility for a $2,200,000 business with 25
employees providing products for the office furniture industry. Supervised
directly: Plant Manager, Technical Director, and Sales Manager.
New Business Development...To increase sales, combined the properties of
paper honeycomb laminated to fiberglass to offer a product line of "drop
in" acoustical panel cores. This simplified concept increased sales by 7%.
LYDALL CORPORATION - Chicago, Illinois
Vice President and General Manager
1983 to 1987
Held profit and loss responsibility for a $12,000,000 business with 200
employees providing products for the automotive and farm equipment
markets. Supervised directly: Controller, Purchasing Manager, Personnel
Manager, Plant Manager, Quality Control Manager, Technical Director,
Customer Service Manager and the Plant Engineer.
Lean Manufacturing...To reduce inventories, introduced production cells and
redesigned material flow throughout the plant. This freed $500,000 in
working capital.
THE MEAD CORPORATION - MURRAY RUBBER DIVISION - Houston, Texas
1974 to 1983
Director of Sales and Marketing
Provided the strategic market direction for the company. Managed the sales
force and was responsible for sizing the market, understanding the dynamics
of the market and competitive activity. Handled pricing and distribution
strategies for this $36,000,000 sales company with 400 people and three
plant locations serving the oil field, industrial and construction
markets. Direct reports included: Administrative Sales Manager, 7 direct
salesmen and 15 distributors.
New Product Development...When pirates penetrated the rubber oil field
aftermarket, replicated OEM products of OEMs with whom we had no
relationship and lead Murray Rubber into the oil field aftermarket. Annual
sales of $1,000,000 resulted.
Plant Manager
Held cost responsibility for a 250-man molding plant and a 25-man machine
shop with sales of $16,000,000 for the oil field market. Direct reports
included: Machine Shop, Shipping/Finishing, three shift Production General
Foremen, Production Control Manager, Maintenance General Foreman with
indirect reports including a Stock Keeper, three Production Expediters and
nine Foremen.
Employee Communications...To minimize people conflicts, established monthly
meetings between management and labor. In one such meeting, employees
indicated that the shifting of the celebration of a holiday from Thursday
to Friday would result in Thursday absenteeism. This information saved
$30,000.
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