Manager Sales
Resume:
Fujio Hayashi, PE
**** ******* ****** ( DUBLIN, OH 43017
CELL: 614-***-**** ( EMAIL: *******@****.***.***
SENIOR-LEVEL OPERATIONS MANAGEMENT
Maximizing Operations through Lean Manufacturing and Increasing Sales
Areas of Expertise
Joint Venture Negotiations Joint Venture Management Market Development
Lean Manufacturing Commercial Issue Resolutions Opportunity Targeting
Relationship Management Startups & Turnarounds Management Consulting
New Market Identification Strategic Planning & Vendor Negotiations
Strategic Alliances Initiatives Market Entry Strategy
New Business Development Client Maintenance & Retention Mergers & Acquisitions
Divestiture Management
Highlights
< Developed and implemented strategy to commercialize an innovative color
imaging technology through strategic alliances - and managed first
commercialized product (35mm slide printer) from initial concept to
technical feasibility to field tests and launch, on schedule and on
budget by working collaboratively with a major equipment manufacturer.
Subsequently managed product line for color copier products by working
closely with a major office equipment manufacturer and directed marketing
programs and technical support that contributed over 80% of division's
total revenue ($10 million). Director of Market Development - Mead
Imaging Division of Mead Corp.
< Managed entire product line sold by International Paper in Japan.
Implemented teamwork approach in office to enable company to be more
customer-focused on value-added segments. Increased Japanese subsidiary's
profit from $10 million to $20 million per year over 6 years through
strategic alliances and joint ventures as well as product line changes.
President - International Paper Co. (Japan) Ltd.
< Established Japanese liaison office and helped establish Tokyo office of
a leading management consulting company. Oversaw numerous projects
involving market entry strategies for American and European companies
interested in entering or expanding into Japan, many relating to
strategic alliances with Japanese companies. Senior Associate - Booz,
Allen & Hamilton, Japan.
< Led corporate development efforts in Austria, El Salvador, Venezuela, and
Zambia and managed negotiation team seeking to acquire remaining interest
in $70 million Brazilian joint venture with Alcoa. Saved over $6 million
by negotiating tax advantageous transaction process. Played key role in
marketing division to potential buyers. Director of Strategic Planning -
Phelps Dodge Wire & Cable.
< Led business development programs and strategic planning for a division
composed of companies located in UK, France, Germany, Switzerland and
Belgium as well as the US. Developed consistent strategy and led
acquisition investigation of other European companies. Business
Development Manager, Imaging Products Division, International Paper.
< Helped facilitate $4 billion Champion Paper acquisition as a member of
acquisition evaluation team and led effort to evaluate acquisition of
Brazilian timberlands and pulp mills. Director of Strategic Planning,
Printing Paper Division, International Paper.
< Improved operations of wire cable manufacturer and enabled company to
join Honda's Lean Network made up of leading Honda suppliers by utilizing
Lean Manufacturing principles, addressing root causes, and monitoring key
measurables, resulting in invitation to deliver presentation of
achievements to other Honda suppliers. President - Hi-Lex America, Inc.
< Expanded customer base by winning large customer ($1.3 billion annual
sales) through benchmark quotations and development of prototype parts.
Awarded over $2 million annual sales mass production business by
establishing close relationship with R&D group to demonstrate total
capability. Assistant Vice President, Sales - HFI, LLC.
Career Progression
Bridgehead Solutions LLC (www.bridgeheadsolutions.com)- Columbus, OH
Start-up company whose model is to partner with international medical
device and diagnostic companies by establishing a US joint-venture that
guides the innovations through the US regulatory process (FDA and patent)
establishes logistics and constructs tailored national sales and marketing
teams.
President, Bridgehead Far East (2009 - Present)
Identified and negotiated with foreign medical device and in-vitro
diagnostic companies to form joint ventures for US sales and marketing.
Screen and selected local country representatives for Japan and China.
Sought and raised over $250,000 in new capital for the company and
spearheaded a success effort to obtain tax credit from the state goverment.
HFI, LLC (www.hfi-inc.com)- Groveport, OH
Leading automotive interior products supplier with $140 million annual
sales. Employs 1,700 in 5 locations (OH, AL, Mexico).
Assistant Vice President of Sales (2007 - 2008)
Led new business development to strengthen existing Japanese customer
relationships. Developed execution of commercial strategies from
opportunity targeting, quotation generation, award negotiation, and
commercial issue resolution through launch and product build-out and
supported development of business plans, forecasts, and strategic
initiatives. 3 direct reports: 1 senior sales lead and 2 sales leads. 5
indirect reports: 4 program managers and 1 cost estimator.
< Awarded over $2 million mass production business for Acura crossover
armrests and center pads by demonstrating total capability to R&D group.
< Resolved $179,000 warranty claim from customer who unilaterally debited
HFI from regular monthly payment by negotiating patiently with
purchasing, quality, and field warranty departments and carefully
addressing all issues raised, resulting in zero payout and no potential
liability.
< Gained inclusion on large customer's ($1.3 billion annual sales)
preferred suppliers list by determined pursuit and submitting benchmark
quotations and prototype parts lists.
Tomasco mulciber (www.tomasco.net) - Columbus, OH
Honda-affiliated US subsidiary with plants in Columbus, OH employing 330
and Winchester, IN employing 180 ($80 million combined annual revenue).
Produced steering hanger beams, radiator shrouds, hand brakes, hood locks,
and other products.
Vice President, North American Operations (2005 - 2007)
Brought onboard and challenged to boost sales, improve quality, and
increase efficiency for both OH and IN operations. Oversaw Manufacturing
(including stamping, welding, painting, assembly, maintenance, process
engineering, and delivery), Quality, Sales and Design Engineering.
Administered manufacturing operating budget and maintained P&L
responsibility for all departments (except Purchasing, Administration).
Direct reports: Assistant Vice President of Manufacturing, Senior Manager
of Sales, New Model Manager, and Quality Manager. Reported directly to
President.
< Improved stamping department's labor efficiency and overall equipment
efficiency (46% to over 65%) by utilizing Lean Manufacturing principles,
implementing new training/incentive programs, and replacing
underperforming stamping manager.
< Led effort to improve stamping department's productivity (company's
lowest) by initiating employee survey to uncover issues, hiring temps to
record all instances of short disruptions, and re-evaluating/modifying
numerous procedures (after competitive benchmarking).
< Helped to reduce quality defects by over 80% and reduce third-party
sorting costs by more than 75% by championing initiative to require
production department (not quality department) to identify root causes,
develop countermeasures, prepare answers, and visit customers if
necessary.
< Cut expediting expenses over 70% - from $52,000 (2005) to $15,000 (2006)
- by mandating formal reporting during daily production meetings to
reduce unexpected production delays and by reducing unscheduled downtime.
HI-LEX America, Inc. (www.hi-lex.com) - Battle Creek, MI
Leading supplier of innovative, high-quality electromechanical devices and
mechanical control cables for automotive and power sports market. Employed
1,100 with $100 million annual sales.
President / Chief Operating Officer (2002 - 2005)
Oversaw Manufacturing, HR, IT, Sales, Product Engineering, and Finance and
maintained full P&L responsibility for entire organization. Tasked to
maximize profits while promoting "reliability first" management philosophy
through improving quality, meeting promised delivery schedules, reducing
costs, efficiently managing inventory, decreasing scrap, maintaining
satisfactory labor relations, and managing with long-term outlook. Direct
reports: VP of Sales, Product Engineering Manager, Director of
Manufacturing, HR Manager, Finance Manager, IT Manager, and Program
Manager. Reported to CEO.
< Honored with prestigious Delivery Award from American Yachiyo for
maintaining 100% on-time delivery for entire year.
< Improved labor efficiency from 77% (2002) to 85% (2004), on-time
production/shipment from 85% (2002) to 95% (2004), and reduced quality
defects 80% by implementing/utilizing Lean Manufacturing principles.
< Helped determine best Lean Manufacturing practices by assembling
benchmarking team to visit several other Honda suppliers to gain first-
hand understanding of necessary changes.
< Rapidly moved Hi-Lex from "problem supplier" to "strong supplier"
classification by implementing Lean Manufacturing principles to improve
operations and reduce quality defects. Invited to deliver presentation to
other Honda suppliers.
< Dramatically improved submitted ideas' quantity/quality by assembling
team of management and hourly associates to systematically review all
employee suggestions and award 10% of annual savings to associate
providing suggestion. Skyrocketed from 44 ideas, $18,500 savings (2002)
to 254 ideas, $117,900 savings (2003).
Phelps Dodge Corporation - Coral Gables, FL
$800 million division of $3 billion global copper product producer with
plants in US, El Salvador, Costa Rica, Venezuela, Chile, Brazil, Zambia,
and Austria. Customers included appliance manufacturers, automotive parts
manufacturers, and utility companies. Now Freeport-McMoRan Copper & Gold
Inc. (since 2007).
Director of Strategic Planning, PD Wire & Cable (2000 - 2002)
Led corporate development in Austria, El Salvador, Venezuela, and Zambia;
reported to Chief Financial Officer.
< Helped divest Austrian, Venezuelan, and Zambian plants and negotiated
Conelca sale (El Salvador) to local investor.
< Played major role in acquiring remaining interest in $70 million
Brazilian joint venture (with Alcoa) by heading negotiation team and
saved over $6 million by negotiating tax transaction process
(advantageous to both parties).
< Played key role in marketing Wire & Cable unit to potential buyers by
working extensively with investment bank (Goldman Sachs) to assemble sale
information.
INTERNATIONAL PAPER COMPANY (www.internationalpaper.com) - Memphis, TN
1991 - 2000
World's largest forest products company produces uncoated paper,
industrial/consumer packaging, and pulp and distributes printing,
packaging, and graphic art supplies in North America and Europe. Employs
51,500 with $ 22.3 billion revenues (2007).
Director of Strategic Planning, Printing Paper Division, Memphis, TN (1998
- 2000)
Initiated/managed key strategic projects within $5.8 billion Printing Paper
division. Reported to VP of Strategic Planning.
< Helped facilitate $4 billion Champion Paper purchase as member of
acquisition evaluation team and led effort to evaluate acquisition of
Brazilian timberlands and pulp mills (unnecessary after Champion
acquisition).
< Managed major effort to reduce manufacturing cost $400+ million/year
(within 18 months) among division's 13 mills and saved $250+ million (9%
total manufacturing cost) within 9 months.
President, International Paper, Tokyo, Japan (1993 - 1998)
Wholly owned Japanese subsidiary of International Paper Company. Employed
10 with $100 million annual revenues.
As leading spokesman for foreign paper producers in Japan, worked closely
with Japanese Ministry of International Trade & Industry, US Department of
Commerce, Japan Paper Association, and American Forest & Paper Association
regarding international trade issues. Managed all major products sold in
Japan and maintained overall P&L responsibility for Japan operations.
Board member for 2 joint ventures: IPI and Rengo-IP. Reported to Executive
Vice President.
< Increased subsidiary's gross profit from $10 million to $20 million (in 6
years) by concentrating on areas of competitive advantage and avoiding
commodity business.
< Developed/implemented several successful marketing initiatives, such as
active participation in international trade fairs and prominent presence
in annual meetings of Japanese paper merchants.
Business Development Manager - Imaging Products Division, Binghamton, NY
(1991 - 1993)
EARLY Career
MEAD CORPoration -
Dayton OH 1986 to 1991
Director of Market Development, Mead Imaging
BOOZ, ALLEN & HAMILTON
Senior Associate, New York NY; Senior Associate, Tokyo, Japan; Associate,
Cleveland, OH
Xerox Corporation - Rochester, NY
System Engineer
Education
University of Rochester - Rochester, NY
MBA in Finance - Simon School of Business
Massachusetts Institute of Technology - Cambridge, MA
MS & BS in Mechanical Engineering
Licensure & Membership
Professional Engineering License (OH)
President, MIT Club of Central Ohio
Additional Achievement
Running - Successfully completed Half Marathon in 2007, 2008 and 2009
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