Sales Customer Service

Scott M. Shea

* ******* ****** (Home) 570-***-****

Berwick, PA 18603 *********@**.*********.***

Profile

Top-level executive with proven strengths in growing both sales and

earnings through a combination of organic sales and marketing initiatives,

continuous step change operational improvement, and successful integration

of strategic acquisitions. Continuous career progression resulting from a

demonstrated ability to take on increased functional responsibility, and

without exception, leading the management teams associated with new areas

of responsibility to higher levels of performance. Diverse background

includes experience and expertise in mergers and acquisitions, financial

management, sales and marketing leadership, and all aspects of operations.

Corporate Leadership Maximizing ROI Systems Implementation

Top Line Growth Mergers & Acquisitions State-of-the-art

Technology

Earnings Growth Operational Excellence Change Management

Professional Experience

BOC Design Group, a CSS Industries Company, Berwick, PA 1994 -

Present

Industry-leading $300M global consumer products company engaged in the

design, manufacture, procurement, distribution, and sale of gift wrap,

ribbon, bows, gift bags, tissue, decorative paper/films, and accessory

products to mass market retailers, independent retailers, wholesale

distributors, and OEM manufacturers.

President - BOC Design Group (formerly Berwick Offray, LLC), Berwick, PA

(2006 - Present)

Leading a complex company of 2400 employees across 15 domestic

manufacturing, distribution, sales, marketing, and administration sites,

and a supporting Hong Kong office, with four sales divisions selling into

multiple market channels. Reports to the CEO of the parent company.

Awarded the additional responsibility to run another CSS company, Cleo, in

December 2006, due to outstanding results as President of Berwick Offray.

. Completed successful turnaround of the Cleo business in first year as

President, taking earnings from a $6M loss to $6M in positive

earnings.

. Merged Cleo and Berwick Offray's management teams, back office support

functions, and operations, resulting in a streamlined organization and

over $10M in cost savings.

. Grew sales 10%, and earnings 30%, achieving all-time records at both

Berwick Offray and Cleo in 2007.

. Reduced inventory by over 30%, cut costs by over 10%, and improved

year over year cash position by over $22M in 2009, in a period of

declining sales associated with the economic downturn.

. Executed over $10M in new organic sales and marketing initiatives,

partially offsetting declining sales in mature categories.

. Completed the due diligence and seamless integration of two major

acquisitions bringing an additional $21M in sales in their first year.

. Executed an ERP system implementation across all functions and all

locations, moving from obsolete MAPICS and legacy systems to a common

JD Edwards platform.

President - Berwick Offray, LLC, a CSS Industries Company, Berwick, PA

(2005 - 2006)

Promoted to President due to outstanding results as a critical member of

the executive team, and extensive direct involvement in all other

functional areas of the business in preparation for this assignment.

. Recruited and on-boarded new executive team members to fill holes

created by internal promotions.

. Increased earnings 40% by rationalizing product lines and cutting

costs.

. Reduced Inventory 21%, and executed over $13M in cost reduction

initiatives.

. Developed and launched a B2B e-commerce website.

. Restructured the Sales and Marketing organizations into distinct

business units.

SVP of Manufacturing/Distribution, Berwick Offray, LLC (formerly Berwick

Industries Inc.) (2001 - 2005)

Promoted to Senior Vice President for the combined companies of Berwick

Industries Inc. and C.M. Offray, following the acquisition and integration

of C. M. Offray, a $100M manufacturer of narrow woven ribbon with

operations in Chester, NJ, Hagerstown, MD, Leesville, SC, Anniston, Al, and

Juarez, Mx.

. Led the due diligence, acquisition, and integration of Offray

operations in 2002, McGinley Mills in 2003, and Delaware Ribbon in

2004, doubling the sales of the newly named Berwick Offray, LLC.

. Earnings over this period for the combined companies grew by more than

20%.

. Identified and executed an additional $2M per year in cost reduction

initiatives.

. Opened a 100,000sqft Mexico manufacturing facility, shutdown domestic

operations in AL.

Scott M. Shea Page Two

VP of Manufacturing/Distribution, Berwick Industries, Inc. and Paper Magic

Group, CSS Industries Companies (1998-2001)

Assumed additional operational responsibilities for CSS's sister company,

the Paper Magic Group, in order to assist in a turnaround. Managed

approximately 50 exempt employees, 1700 hourly employees, and a total of 6

plants and 6 warehouses located across Northeast PA.

. Completed a 3M pull-bow business acquisition and integration, with no

additional overhead expense.

. Executed over $10M in cost reduction projects, including orderly Plant

and DC shutdowns.

. Completed an additional $15M in capital projects associated with

modernizing the plants and warehouses, and increasing capacity to

support sales growth.

. Sales and earnings continued to climb for both companies during this

period as a result of these accomplishments, +20% and +25%

respectively.

VP of Manufacturing, Berwick Industries, Inc., a CSS Industries Company,

Berwick PA (1995-1998)

Promoted to Vice President in recognition of results achieved in year one.

Continued to achieve step-improvement in the areas of productivity, cost

reduction, safety, product capability, customer service, and quality.

. Completed a $15M, 3-yr facility modernization project began as

Director of Manufacturing.

. Completed two major acquisition related factory integrations, with no

additional overhead expense.

. Executed over $1M per year in cost reduction projects.

. From 1994 to 1998, company sales increased 23%, and earnings increased

89%, as a direct result of manufacturing cost, capability, and

capacity improvements.

Director of Manufacturing, Berwick Industries, Inc., Berwick PA (1994-1995)

Recruited to bring professional leadership, experience, and in-depth

knowledge of manufacturing and engineering best practices to a relatively

unsophisticated 40 year-old family run business, following the acquisition

of Berwick Industries by CSS Industries in 1993. Reported directly to the

President. Led a team of approximately 30 exempt and 1000 hourly employees

in three non-union facilities.

. Developed and implemented productivity measuring and reporting tools,

ISO quality systems, preventive maintenance programs, DuPont safety

training, management by objectives, and basic lean manufacturing

techniques.

. Led a major technical based $5M modernization effort of existing

processes, the majority of which had been low-tech labor intensive

processes.

. Increased labor productivity by over 100%, and doubled capacity to

provide room for future growth.

. Identified and executed cost reduction initiatives of over $2M.

. Led the reduction in work related injuries from 54 to7 (have remained

in low single digits ever since).

E.I. DuPont, Wilmington, DE 1980 - 1994

Manufacturing/Technical Superintendent, Filaments Division, Parkersburg, WV

(1989-1994)

Led the manufacturing and technical operations of DuPont's Filament's

Division, a $70M manufacturer of premium quality nylon and polyester

monofilaments, with 270 total employees, 12 Engineers & Scientists.

Engineering Supervisor, Security Division, Savannah River Site (SRS),

Aiken, SC (1987-1989)

DuPont manufactured various nuclear materials at SRS, under contract with

the U.S. Department of Energy. Led a team of 12 Engineers /Technicians to

oversee $100M of high-tech security projects.

Area Maintenance Supervisor, Separations Engineering Division, SRS, Aiken,

SC (1986-1987)

Responsible for maintenance and capital upgrades for the most critical

production facilities at SRS. Managed 13 exempt engineers and supervisors,

and 50 hourly employees in a high pressure 24x7 operation

Senior Engineer, Separations Engineering Division, SRS, Aiken, SC (1984-

1986)

Designed, tested, and directed the fabrication and installation of process

equipment upgrades to the most critical production facilities at SRS.

Engineer, Engineering Division, Savannah River Laboratory, Aiken, SC (1980-

1984)

Designed, tested, and installed laboratory process equipment and facility

upgrades for a major research laboratory in support of over 100 research

professionals.

EDUCATION

BSME, Michigan State University, East Lansing, MI

1980

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