Sales Project Manager

THOMAS C. HENNINGS

**** *** ***** ****.

Cincinnati, Ohio 45244

513-***-**** (Mobile) or 513-***-**** (Home)

********.***@*****.***

PROFESSIONAL LEADERSHIP

Throughout my business career in leadership roles, I have focused on

improving shareholder value by growing the top and bottom lines. My

relentless and persistent pursuit of the goals and objectives, hands on

approach to accomplishing the strategic initiatives has consistently

produced annual improvements in operating profits. My approach to

improving business systems and processes continues to make me an impactful

executive, leader, manager in all business aspects.

SUMMARIZED CAREER HIGHLIGHTS

Corporate Management/Financial/Operational/Sales/Marketing/Engineering/HR

Strategic Planning/Annual Budgeting/Forecasting / M&A

Sales Plans /Market Analysis/Product Development

Turnaround Expertise/ Consolidations / Change & Crisis Management

Supply Chain Management/Strategic Sourcing/ Supplier Cost Improvements

International Business Experience/ International Relationships

Lean/Six Sigma Continuous Improvement/Cost Reductions/Toyota Business

System

WORK EXPERIENCE

TH CONSULTING GROUP (Cincinnati, Ohio)

President/CEO 2004 to Present

The consulting organization is focused on assisting small to medium sized

turnaround companies by: (1) Filling interim leadership roles acting as a

change agent and (2) Implementation of lean/six sigma and improved business

systems. The consulting company provides an improvement plan which is

derived from a gap analysis that compares the clients company to their

strategic initiatives and to world class standards. I have served interim

roles as a President, COO, Vice President of Operation, Director of

Manufacturing, General Manager, VP of Sales & Marketing and Project Manager

for IRCO, Maritz Corp, Five Season CC, ImagePoint Inc., Parkway Products,

Evans Inc. and numerous modular housing companies.

. TH Consulting Groups customer's initial savings have been realized

through time to market reductions, increased revenues, improved

quality/reduced scrap, reduced inventory levels, reduced floor space

requirements, improved safety, and improvements in labor utilization.

All of the above have resulted in improved profits.

. As the interim COO of a $70 million division of a multi billion

dollar company, over $10 million in saving were identified, programs

for those saving were developed and underway and successfully

implemented when the permanent COO replacement was identified and

placed.

. As the interim President/COO of a modular housing builder, I was able

to reduce raw material spending by 25%, by using TAKT times reduce

the build rate from 35 minutes/SF to 21 minutes/SF, and double the

size of the distribution network.

WADDINGTON NORTH AMERICA (Covington, Kentucky)

COO/Executive Vice President 2002 to 2004

Had P&L responsibility for all of the thermoforming manufacturing sites of

this $200 million private equity manufacturer of disposable plastic food

service items. The company employed over 700 full time direct and salary

personnel. Sales were focused on high volume distributors, food clubs,

and quick serve/fast food carry out and sit down chain restaurants.

. Formulated and implemented a plan which realigned resources using

lean/six sigma principles and kaizen events to turn around an

unprofitable high cost operation into a positive 15% EBITDA

manufacturing site within a 3 month time period. The annual realized

outcome was a $3 million shift in EBITDA (-$600,000 to a positive

$2,500,000).

. Changed the company culture utilizing lean/six sigma principles to

insure everyone worked toward a common set of goals utilizing a goal

deployment system while mentoring and teaching skills in continuous

improvement, process control, communications and strategic planning.

All of this was accomplished with an increased sense of urgency.

. As the sales value per employee were increased from $60/hour to over

$150/hour by implementing operational improvements, 33% additional

machine/production time was realized. That reduced the need for

capital spending.

PLASTIC MOLDINGS COMPANY LLC (Cincinnati, Ohio)

President 1996 to 2002

Had full P&L responsibility for three manufacturing plants in North

American as well as being accountable for sales/marketing, finance, H/R,

and engineering for this $70 million privately held manufacturer. The

Company employed over 300 full time direct and salary personnel. The

sales efforts were focused on close tolerance plastic injection/compression

molded and insert molded metal components for the automotive, diesel, farm

implement, and lawn/garden markets. Additional markets included selling

to electronic, commercial and medical hand held devices customer. Our

annual tool sales ranged from $1 million to $4.5 million. Tooling was

constructed in Taiwan, China, Japan, Germany and Portugal, as well as in

North America in our captive tooling plants or outside sources.

. Established and lead the sales/marketing program for Engine Management

Systems. This program provided year in and year out double digit

sales growth with targeted customers. I personally developed "C"

level relationships with all target customers. The new sales/marketing

program that focused on value added selling, resulted in an

understanding that piece part price is not the only factor in

calculating low cost. This program standardized the selling process

while improving the hit rate for new jobs to over 40%.

. Developed a joint venture agreement with a Germany company which made

PMC the recognized leader in plastic brake components in the North

American market. This JV resulted in a projected 15% annual revenue

growth over the next five years with targeted new customers in

addition to creating new relationships and strategic alliances in the

Far East.

. Implemented a process for Voice of the Customer, Customer Satisfaction

Survey and Index which measured the level of customer satisfaction as

compared to their wants and requirements, additionally, providing a

quick response tool for customer issues. The end result was a 25%

improvement in the Customer Satisfaction Index. Those satisfied

customers were responsible for over 70% of the targeted growth.

. The executive management team developed realistic but challenging

budgets, financial goals and objectives. The budgets were monitored

against past and actual performance. Published financials objectives

were used as a tool to assist the organization in the achievement of

the goals (Hoshin Plans & Goal Deployment). Annually, a minimum

cost reduction of 5% of sales was obtained through lean objectives

utilizing Toyota Production System and CQM principles. Additionally, a

new company wide pays for performance system, which incorporated the

stretch goals was successfully implemented.

RIETER AUTOMOTIVE (Detroit, Michigan)

Senior VP of Operations 1994 to 1996

Had full P&L responsible for five automotive manufacturing facilities,

sales for three plants, purchasing, plant/product engineering, material

management, quality assurance, human resources and plant accounting and

supervisory responsibility for over 900 employees for this $250 million

automotive and appliance acoustical and trim supplier. Responsibilities

included directing daily activities and focusing on the future development

of the organization (developing/implementing the team strategies, policies

and procedures to lead the company to the next level).

. Formulated and implemented a consolidation plan to reduce operating

expenses by over $2.5 million per year in one of the divisions. This

consolidation and re-staffing/alignment plan was accomplished in less

than two months.

. Built a sales and marketing programs while establishing new high level

relationships with the Japanese transplants, resulting in a 15% annual

revenue growth rate with the targeted customers.

. Established a sales/product engineering department and developed a

project coordination feedback loop. This was one of the single

biggest contributing factors to the year in and year out double digit

sales growth with existing customers.

. Developed a supply chain initiative which included a supplier quality

assurance and delivery program that contributed over $700,000 cost

savings over a two-year period.

WESTERN PUBLISHING - PENN CORPORATION (St. Louis, Missouri)

Senior VP of Operations 1990 to 1994

Had P&L responsible for two manufacturing facilities, purchasing, material

management/scheduling, data processing, plant/product engineering, quality

assurance, human resources, sales and marketing of this $60 million

publicly traded advertising specialty company, plus supervisory

responsibility for 750 employees. Processes included injection molding,

new tool construction and repairs, decorating, silk screening, high-speed

assembly and vinyl sealing. Senior management and staff worked to develop

the implementation plans for company goals and objectives to improve

revenue and reduce operational costs.

. Implemented operational changes so the manufacturing sites could

achieve gross factory profits in excess of 25% after a number of

unprofitable years. We achieved the goals through implementing world

class manufacturing principles such as work cells with single piece

flow, just in time deliveries, kanban, reduced scrap, employee

ownership and quality/process improvement. I lead the design/layout

work and executed plant mini-factory/lean work cells with a continuous

improvement program which resulted in annualized cost reductions of

20% per year over a three year period. Sales per direct labor hours

worked were increased three fold.

. Customer satisfaction was improved and credit memos fell from over 10%

to below the goal of 0.25% of the orders resulting in a 75%

improvement of repeat orders.

. The implemented lean/six sigma principles reduced production lead-

times from 24 days to 3 days with 99% on time delivery, while

simultaneously reducing inventory from $12.6 million to $1.2 million.

. Purchasing developed a supply chain initiative which included a

supplier quality assurance and delivery program. The program

contributed over $1 million in cost savings over a two-year period.

SIEGEL ROBERT INC (St. Louis, Missouri)

VP of Manufacturing & Engineering 1976 to 1990

Full P&L responsibility including the forecasting for the weekly, monthly,

annual budgets for this $600 million privately held company. Directed 7

plant managers and coordinated manufacturing operations for the seven

plants which produced injection molded plastic, die casting, painted, and

plated parts serving the automotive, appliance, computer, medical device

and plumbing industries. Directed and supervised an engineering staff of

29 various professional and sales engineers. I had direct and indirect

supervisory responsibility for 2700 salaried and hourly personnel.

Additional responsibilities included engineering, project management,

estimating new jobs, scheduling, tool designs and coordination of the $10

million tooling program for injection molds and secondary support tooling.

. Grew the company from $33million to over $600 million in sales in 14

years.

. Built the first "C" level relationship with Toyota.

EDUCATION

BS Industrial/Mechanical Administration Management - Iowa State University

University of Michigan Executive MBA Program - Course Work

Lean/Six Sigma Black Belt Certification

Certified Management Business Consultant

Center for Quality of Management -- Chairman

United States Coast Guard Master License

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