Sales Human Resources
Resume:
David Zietlow
**** **** **** **** ************, North Carolina (704) *********@***.***
Director human resources
Coaching/ Leadership Development / Strategic Planning / Succession Planning
/ P&L Acquisition Integration / Revenue Growth / Positioning & Brand
Awareness / Labor / Training / SOX
Business Development / Negotiations / International / JV / Change
Management / Team Building
A skilled business professional in identifying and creating profits through
organic and acquisition growth, I turned around business units and improved
shareholder value. Growing revenues, margins, and market share, my efforts
empowered employees. Building highly effective results oriented management
teams. Key differentiators include:
. Integrating multiple companies and building single platform, streamlining
operations under one brand
. Establishing short- and long-term strategic action plans, improving
shareholder values
. Measuring and evaluating progress, restructuring organization to meet
goals
. Bridging national and international operations, streamlining
communications
. Creating partnerships, maximizing synergy to generate win-win solutions
Managing risks, I drive "out-of-the-box" thinking to create profits. I
analyze situations rapidly creating innovative and decisive action plans,
achieving the intended result. Creative, innovative, and motivating are
some words that describe my personal character - others would be integrity,
tactician, and an experienced negotiator. I hold a BA in Economics and a
MLIR, Labor Relations from Michigan State University and I am Kaizen
Champion Certified.
Selected Accomplishments
Turned around UK business unit. Global Coupling acquisition was lagging in
sales growth (6% EBITDA). Identified and addressed organizational
leadership, product management, and engineering structure. Rebuilt product
group, strategic pricing, and implemented Lean processes. Increased
revenues 18% with 24% EBITDA.
Boosted productivity. A highly engineered product line needed to improve
lead time. Formed cross functional team and conducted value-stream mapping
exercise. Identified and corrected key areas. Increased on-time delivery
from 60% to 90%, capacity 30%, inventory turns 50%. Cut lead times from 12
to six weeks.
Negotiated critical acquisition to meet strategic goals. Identified way to
globally expand product lines and become international competitor.
Purchased small add-on facility and integrated in 100 days. Boosted unit
output profitably, growing product family revenues 25%.
Restructured staffing and integrated cultures from new acquisitions.
Directed comprehensive assessment scrutinizing manpower from recent
acquisitions. Created manufacturing cells based on value-stream maps,
eliminating waste. Integrated engineering and product management globally.
Developed innovative human resource and labor relations programs in
multiple union and non-union work environments. (Teamsters, USW, IUE) Led
labor negotiations and arbitrations as Chief spokesman . Drove self
directed work team development; management assessment center development;
benefits administration; plant and corporate human resources; training;
organizational development; and succession planning.
Career History
Self-Employed
2009 - current
Independent consulting / Author - business and supply chain operations for
manufacturing companies / strategic lean deployment / restructuring &
associate transition / strategic planning & execution / group facilitation
. Developed a working business plan and lean strategy for a small
manufacturer in Ohio. Survived the recession and is growing the
business again.
. Founded job seekers group in Charlotte called "InBetween" and
developed a series of mini-workshops providing job search skills to
those in transition.
David Zietlow page 2
6513 Alba Rose Lane Huntersville, North Carolina (704) *********@***.***
ALTRA INDUSTRIAL MOTION Group VP & General Manager
2004 - 2008
Steered $135M global group of companies within $600M manufacturer through
acquisitions and IPO, while realizing significant organic growth.
Restructured six manufacturing sites, India JV, and China strategic
partnership. Established product and brand globally, integrating LCC
sourcing, and implemented lean six sigma business system.
. Led creation of product, introducing Altra to low cost / high volume
market. Product lines failed to fill gap in market segment. Recruited
competition's leadership, used value stream mapping and lean stage
gate design techniques to develop new product lines. Opened new
manufacturing facility and launched product in half the normal
development time.
. Established global organization workforce matrix. North American
company was positioned and started to grow rapidly through an
aggressive organic and acquisition strategy. Crafted a flexible
organizational matrix structure, cultivating rapid business and
cultural integrations. Strengthened communications as revenues grew
from $50M to $135M in three years.
. Spurred profitability 2 basis points each year. Organization needed an
effective sales and marketing team. Created three general product
managers and two sales managers, strengthening branding. Grew revenues
at 11.8% CAGR.
COLFAX POWER TRANSMISSION General Manager
1997-2004
Led $50M companies with $350M manufacturer through consolidation,
capitalizing on significant sales and profitability growth. Held full P&L
responsibility and managed seven direct reports, directing 145 employees.
Introduced Danaher Business System and lean manufacturing, developed and
expanded product teams, global supply chain, turning around business model.
. Revitalized private equity company in 100 days. Sales stagnant with 6%
EBITDA. Examined staffing and product lines, determining those with
greatest potential. Cut waste and implemented Lean methodologies.
Improved EBITDA to 18%, reduced lead times from 16 to 12 weeks, and
trimmed overhead from 26% to 19% SG&A. Restructured staff from 195 to
145.
. Managed explosive growth. Sales outpaced production, resulting in a
six week backlog and overall OTD orders dropped to 70%. Focused site
on Lean methodology implementation and worked closely with JIT
suppliers. Increased on time delivery to 95%, reducing backlog to two
week. Awarded Corporate Award.
. Contained costs. Material costs were eroding profit margins.
Implemented a disciplined Cost Improvement Program, identifying cost
savings and implement action plans. Achieved 5% annual cost reduction.
Saved an additional $1.5M in product design for manufacturing and
office order flow. Awarded QDCG Award.
UNITED TECHNOLOGIES / OTIS Business Unit Manager
1989-1997
Led several manufacturing business units of $1.0B OTIS - NAO. Drove out
costs, reduced product lead time, and improved on-time delivery for
manufacturing division. Implemented lean TPS manufacturing methods. Managed
300 associates.
. Raised Otis consumer satisfaction and improved operational efficiency.
Sales had increased 120%, creating bottlenecks. Expanded capacity,
reduced lead times, and improved on-time delivery through a series of
Kaizen, Lean, Kanban, visual scheduling, SMED, and Shingijutsu
initiatives. Slashed customer complaints 90%, improved delivery from
50% to 95% on time, and reduced total lead time from 14 to 6 weeks.
David Zietlow page 3
6513 Alba Rose Lane Huntersville, North Carolina (704) *********@***.***
UNITED TECHNOLOGIES / OTIS Director - Human Resources
1983-1989
Led a variety of plant and corporate human resource functions for $950 OTIS
- NAO. Chief spokesman, management assessment centers, performance
management systems, succession planning, labor and employee relations,
EEO/AAP, and benefit administration.
. Contributed to a global study team on recruitment. Traveled to Europe,
Japan and throughout the US to assess methods
. Coordinated efforts to provide on-line menu driven benefit information
for NAO
. Developed management assessment centers for general management in
regional roles
. Drove self-directed work teams in the field elevator construction
installation crews
. Participated in overhaul and transformation of sales incentive system
. Managed plant human resource function for 1200 associates. IUE, Chief
spokesman at negotiations drove contract changes to improve
implementation of lean manufacturing
. Provided HR generalist support to multiple facilities and sales
regions
EDUCATION / TEACHING
. Masters - Labor & Industrial Relations, Michigan State University
. Bachelor of Arts - Economics, Michigan State University
. Kaizen Certifications - Standard Work; Value Stream Mapping; Material
Process; Visual Management, "Five Day and One Night Kaizen Workshops"
Shingijutsu / CBS / ABS
. "Leading a Customer Focused Org," UTC / "Exceptional Customer
Service," Fred Pryor
. "Strategies in Sales Mgt for Sales Executives," U of M / "Adding Value
to People" MSU
. "Leadership Characteristics," U of M / "Leadership and Strategy for e-
Business," IBM
. "Manufacturing Executive Program," U of M / "ISO Implementation,"
UL/OTIS
. Pennsylvania State University, MBA program: "Human resources and Org
Behavior"
. Indiana Wesleyan University, MBA program: " Economics and
Entrepreneurship"
. Indiana University, SPEA: "Personnel Management in the Public Sector"
. University of New Haven, MBA program: "Personnel Mgt and
Organizational Behavior"
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