Sales Manufacturing
Resume:
Toby D. Williamson
***** **** ******* ****, *****, KY 41091 ( Home 859-***-**** ( Cell
( Email: abms57@r.postjobfree.com
( Website: www.myexecutiveweb.com/twilliamson/
Financial and Operations Executive
Start-up - two plants, one company, and one division
Turn around - turned three operations from loss to profit
Fast Growth - 40% growth at Sachs, 60% growth at Faurecia
Strong accounting and cost background - includes both process and
project costing
Lean Manufacturing - design and implementation of lean manufacturing
principles
Professional Experience and Accomplishments
Pacific Steel Casting Company, Berkeley, California
Chief Financial Officer / Secretary of Board of Directors (2007 to 2009)
A family owned producer and importer of high quality steel castings,
ranging in size from one pound to seven thousand pounds. Hired to drive
change and cost reduction throughout the company through the introduction
of Lean principles.
Responsible for bringing fiscal and operational improvements to the 3
manufacturing facilities and corporate office.
. Improved company cash position from daily utilization of millions of
dollars of the line of credit to a cash positive position ($7 million)
. Improved Current Ratio from 2.4 in January 2008 to 6.0 in June 2009
and Quick Ratio from 1.7 to 4.4 over the same period
. Established and coordinated cost reduction initiatives identifying
over $3 million in annual savings
. Directed and managed all finance, information systems, industrial
engineering, and Lean Manufacturing activities
. Directed Lean Manufacturing (Pacific Steel Production System) Steering
Committee activities
. Established reporting parameters, greatly improving visibility and
understanding of monthly operating results
. Directed Industrial Engineer and Cost Analyst in the establishment of
a product cost system, a first for the company
. Established a company wide process for developing the first operating
budget in the company's history; followed by monthly variance analysis
and forecasts
. Developed and implemented key metrics and ratios for managing the
company
Faurecia Interior Systems, Inc., Auburn Hills, Michigan / Fountain Inn,
South Carolina
Vice President / Chief Financial Officer (2006 to 2007)
This is a French owned company that aggressively acquired US automotive
business. This Division produced Interior Cockpit Modules for GM, VW, BMW,
Nissan, and Daimler/Chrysler. The situation upon arrival was one of
negative cash and profit with plans to reverse the situation after initial
product launches.
Responsible for implementing financial reporting improvements, restoring
fiscal responsibility, and managing cash and profitability during heavy
capital investment and start-up activities for 3 new manufacturing
facilities, as well as numerous new program launches at the new and
existing facilities.
. Directed and managed all finance activities of the rapidly growing,
Tier I automotive supplier Division with facilities in 3 states and
Mexico
. Increased accountability and visibility of monthly operations by
revising and improving the monthly financial reporting package which
now involved all disciplines (purchasing, sales, etc.)
. Gave the management team an understanding of true costs, the financial
realities, and probable futures of several major programs by creating
and managing new program analysis (including cost, sales, and business
plan development.) The results showed major program problems that
needed immediate attention
. Helped guarantee future profits by working closely with Sales staff to
develop and review sales quotations
. Actively involved with launches of 14 new programs in 2006 and 10 in
2007, all of which were committed to in 2004 and 2005
. Key member of launch group for 3 new facilities in 2006 and in
evaluating new business opportunities available in 2007 due to
financial issues at other Tier I suppliers
. Member of Steering Committee comprised of 3 people for implementation
of QAD software
Fort Wayne Foundry Corporation, Fort Wayne, Indiana
Vice President / Chief Financial Officer (2004 to 2006)
This privately held Tier 1 and Tier 2 supplier produced Aluminum Intake
Manifolds for GM. Brought in to drive a turn around and implement lean
manufacturing in this financially troubled, multi-plant company,
functioning as a right hand to the president. The company was on a GM
Access Agreement since early 2004.
Responsible for all finance, information systems, purchasing, lean
manufacturing implementation, and industrial engineering activities of this
family-owned, Tier I automotive supplier.
. Successfully negotiated a 45% reduction to an end-of-lease buyout,
saving the company over $170,000
. Improved EBITDA by 5 points
. Assured future EBITDA increases by developing and implementing a
formalized sales quotation package, a daily operating report system,
monthly sales and profitability forecasting, an annual budget process,
and monthly financial reviews
. Increased current cash flow and EBITDA by initiating and managing the
development of new layouts for the plant MRO and Assembly Component
areas to provide better control and accuracy of inventories
. Trained, promoted the increased utilization of the existing MAPICS
software to improve support department efficiencies, shop floor
reporting, and inventory control. Put the company in position to
implement shop floor reporting in all plants for the first time in its
50 year history
. Directed the completion of capacity planning analysis for the plants
to optimize production, identify limiting factors, and reduce overtime
. Integral part of TS 16949 implementation Steering Committee
Custom Business Solutions, Boise, Idaho and Salt Lake City, Utah
President (2000 to 2004)
This 20 person consulting firm providing turnkey solutions to manufacturers
and warehouses
Responsible for all aspects of the business, with main focus on sales and
revenue generation
. Increased sales by $1,000,000 and profits by $100,000
. Partnered with small business to provide strategic planning,
operational management, and cost reduction initiatives
. Partnered with Idaho and Utah Divisions of Fortune 500 Company to
improve operational efficiency and improve competitiveness of
warehousing and custom packaging activities
. Established criteria for and physical layout of a fulfillment and
distribution center in Nampa, ID
. Managed all aspects of site operations including product assembly,
shipping and receiving, and inventory control
. Developed accurate and timely costing model for custom assembly and
packaging operations
. Reduced the Boise Xpedx Value Added Costs for Custom Packaging
operations by over 20%
Mannesmann, AG - Sachs Automotive, Troy, Michigan
Located at Florence, Kentucky Facility
Vice President & Chief Operating Officer / Vice President of Finance (1997
to 2000)
Produced Automotive Struts and Load Leveling Systems for GM, Toyota, and
Ford. Hired by Division President as "a solid businessman with a financial
background" as his eventual replacement
Responsible for all Florence, Kentucky plant operations as well as all
finance, accounting, materials management, and information technology
activities for the company.
. During first year, took company to sales increases and its first
profit in eight years
. Dramatically improved EBITDA by implementing Lean Manufacturing and
maintained EBITDA increases through future years
. Identified redundancy in the salary organization leading to a 30%
reduction in headcount
. Established a plan to reduce 1998 budgeted costs by over 4%, leading
to the first annual profit in the company's 8-year history. Improved
competitiveness led to 40% increase in future business
. Developed and implemented a plan to reduce inventory by over 15%
. Implemented a sales and production reporting system, sales and
profitability forecasting system, sales quotation review process,
product cost system, and new plant maintenance system
. Achieved best QS9000 and ISO 9001 audit in plant's history through
enforcement of controls and procedures
. Enhanced the cash management process, reducing past due invoices from
$1,000,000 to $50,000
PREVIOUS EXPERIENCE
Valeo Engine Cooling, Inc., Troy, Michigan (1991 to 1997)
Director, Canadian Operations / North American Aftermarket Operations (1995
to 1997)
Produced radiators and HVAC components for DaimlerChrysler and the NA
Aftermarket
Full profit and loss responsibility for the combined automotive parts
manufacturing and distribution operations with sales in excess of $100
million and 250 direct and indirect reports in an intense Lean
Manufacturing environment, which included Tier I OEM and Aftermarket
design, production, sales, and distribution operations.
Chief Financial Officer / Automotive Division Controller (1991 to 1995)
Responsible for all financial activities of the automotive division and the
Valeo North American corporate operations, $300 million and $750 million,
respectively
EDUCATION
Indiana University, Bloomington, Indiana ( B.S. in Business with
Accounting Major
PROFESSIONAL DEVELOPMENT
. Certified Six Sigma Green Belt
. Skills development in leadership, communications, and supervision
. Strategic Alliances, California Institute of Technology
. National Aeronautics & Space Administration (NASA) Team Building
Program
. INSEAD - European Institute of Business Administration: General
Management Program
. Proficient in Microsoft Office applications including Word, Excel, and
PowerPoint
. Numerous continuing education and industry sponsored seminars
. TS 16949 and QS 9000 standards
. Balanced Score Card, TPS, and Lean Manufacturing
. Member IMA and AMA
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