Project Manager Sales

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Alan L. Adams

Education: Address: ***** Deer Run

Bachelor of Science Solon, Ohio

44139

Multi-disciplinary Engineering Degree

Cell: 330-***-****

The Ohio State University, Columbus, Ohio e-mail:

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

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Distinguishing Qualifications:

o Executive management experience in for profit corporations ranging from

10 to 380 million revenues

o Lean manufacturing implementation experience

o Extensive personnel skills

Relevant Experience:

Held many key positions playing a vital leadership role in the expansion

and growth strategies of the corporations. Successfully led a team through

a public IPO for a large private corporation.

o Innovative management and team oriented approach

o Wealth of successful lean manufacturing applications and implementations

o Proficient in conducting organizational assessments

o Knowledgeable in strategic planning

o Successfully preformed many turn around situations taking large companies

from substantial loss situations to extremely profitable corporations.

Technical Experience:

o Metallurgy

o Machining

o Heat treatment

o Surface preparation and powder coatings

o Assembly operations

Engineering background providing a solid foundation enabling continuous

progress throughout a rewarding career. Managed to stay current with new

methods and manufacturing techniques and processes. Recent experiences have

allowed an opportunity to re-hone many of the technical skills and

abilities that have carried throughout career.

Swagelok Inc. Highland Heights, Ohio

Dec. 2009-present

A 1.3 billion dollar developer and manufacturer of fluid system component

technology for the research, analytical instrumentation, process

instrumentation, pharmaceutical, oil and gas, power, petrochemical, and

semiconductor industries. Swagelok has manufacturing facilities in over 57

countries around the world.

Senior Manufacturing Engineer

Establishing manufacturing procedures, routings, set up

specifications, tooling selection, quality and gaging requirements for

components being in-sourced from current suppliers.

Project Experience:

Extensive Project Management abilities and expertise at the present

company, Swagelok as well as the previous company, RNR Consulting as a

Project Manager.

RNR Consulting, Inc. Cleveland, Ohio

2008 - Dec. 2009

A thirty-two (32) member firm specializing in governmental agency, for-

profit companies and transit operations.

Project Manager/Consultant

Specializing in management of several projects within the United States

and concentrating on operational improvements within the firm, especially

improving the training of new hires and the operational procedures of

proposals and client deliverables.

. Customer Service Training: Department of General Services, Division of

Facilities management, Montgomer County, Maryland

. Strategic Planning Sessions and Facilitation, Montgomery County Division

of Facilities Management, Montgomery County, Maryland

. Strategic Planning Sessions and Retreat Facilitation, Montgomery County

Office of Human Resources, Montgomery County, Maryland

. System Acquisition Services for an Electronic Document and Records

Management System (EDRMS) - System Selection, Design, Implementation and

Roll-Out, Calvert County, Maryland

. Customer Inquiry Assessment, Stormwater Program Implementation, Northeast

Ohio Regional Sewer District, Cleveland, Ohio

. Employee Reclassification Studies for Montgomery County, Maryland

. Strategic Planning Session and Plan Development, Connecticut National

Association of Housing and Redevelopment Officials, Connecticut

. Department/Office Location Assessment, Lake County, Ohio

. System Acquisition Services for an Electronic Document and Records

Management System (EDRMS) - System Selection, Design, Implementation and

Roll-Out: Calvert County, Maryland

. Software Application Re-engineering and Replacement with the Document

Management Software, Calvert County, Maryland

. Customer Inquiry Assessment, Stormwater Program Implementation: Northeast

Ohio Regional Sewer District - Cleveland, Ohio

. Department/Office Location Assessment: Lake County, Ohio

Management Experience:

TDE Group Solon, Ohio 2002 to 2007

$9 million aluminum die casting corporation with a niche market of low to

medium volume die castings .Operations included casting, machining, surface

preparation (including powder coating) and assembly processes.

Executive Vice President Operations

Full financial, operational, and sales/marketing responsibilities.

. Introduced lean manufacturing techniques reducing inventory costs 12%

and improving on-time delivery by 22%.

. Implemented process and quality improvement plans that enabled capacity

expansion increase in excess of 35%.

. Lead team to secure ISO certification in "record breaking" five month

period.

Global Metals Technologies, Inc. Solon, Ohio 1998

to 2002

$350 million high volume aluminum die casting corporation with over 1200

employees with 90% automotive transmission components serving 98% of the

North American automatic transmission valve body Market. Operations

included casting as well as machining operations, both on-site at the

casting plants as well as satellite facilities at the customer machining

and assembly plants. Operations also included Engineering Tooling support

for all customers and all operating divisions.

Exec. Vice President - Chief Operating Officer

Total operational responsibility for all five manufacturing plants,

profit by division, labor and labor contracts, two tool shops and the

technical center where the tooling design was developed.

. Streamlined Multi-plant Corporation, Full P & L responsibility, with

expense budget in excess of $325 million, improving profit by 12%

leading to sale to Venture Capital Group at substantial profit for

investors.

. Lead Acquisition Team to assure new businesses fit into the corporate

core business strategy and profitability requirements, assuring better

ROI than strategic plan required.

. Formulated/Monitored Corporate Capital Equipment Planning for

Improving Corporate Capacity by 25% and Improved Corporate Strategic

Materials Planning, reducing number of vendors by 18%.

. Developed and maintained overview of major $350 million capital

equipment plan for capacity growth.

. Reorganized multi-plant product alignment increasing production

capacity 18% with no increase in capital requirements.

PrimeCast Division, Atchison Casting Corp. Beloit, WI. 1997 to

1998

International multi-plant Corporation producing high integrity steel

castings and metal components.

Exec. Vice President and General Manager

. Responsible for company restructuring to allow for a stand alone

division by making all departments & systems fully functional

. Realigned divisional production centers to better fit each division's

strengths and abilities and reduce unnecessary cost overlaps of

support functions, reducing total costs over 22%.

. Developed and implemented strategic material buying plan to reduce

individual plant cost, overhead, and inventory costs by a total of

38%.

Texas Foundries and Alabama Casting Co Lufkin, Texas 1992

to 1997

$250 million multi-component producer of Grey and Ductile Iron castings for

automotive and non-automotive markets. Operations also included Op 10

machining as well as final machining of components and sub-assemblies.

Vice President and General Manager

Full divisional responsibilities for Casting production facilities,

tooling division (including outside tooling sales), machining division,

trucking division, with outside truck line sales.

. Restructured Corporate Core Business Strategy, and implemented new

Marketing Direction, increasing sales by 35% and increasing Net Profit

by over 22%.

. Profit and Loss Turnarounds with profit improvement in excess of 28%,

Lead Acquisition/Merger Team for Corporate Growth, leading to an IPO,

or eventual sale of the corporation.

. Developed several remarkable teams at several plants, providing great

management and stability.

. Designed and implemented major divisional turn-around plan taking

losses for division from $4.2 million to profit in excess of $18

million in less than 18 months.

Advanced Cast Products Meadville, Pa 1989 to 1992

Multi-Site Producer of Ductile Iron and Austempered Ductile Iron Casting.

Vice President and General Manager

Full responsibilities for operations, Quality, and Sales of the

conventional ductile iron production facilities, Austempered ductile

iron facilities, and Lost Foam production facilities.

. Expanded operational capabilities and improved quality levels to allow

access of division into automotive sales arena and government/military

sales arena.

. Guided "highly leveraged" company through severe cash flow crunch, and

low limit line-of-credit financial problems, and greatly expanded

sales markets, increasing total revenues and profit margins. Improved

bottom line by over 25%.

. Developed production enhancement procedures (Lean Manufacturing

Techniques) increasing capacity by over 22%

. Developed and trained a quality assurance department and succeeded in

reducing customer defects to less than 100 PPM and in-house scrap to

below 3%.

Mansfield Brass and Aluminum Corp. New Washington, Ohio 1984 to 1989

$8.3 million producer sand cast and permanent mold cast aluminum castings

Vice President and General Manager

Full responsibility for operations, Quality, and Sales of the

conventional sand cast aluminum castings and the permanent mold

aluminum department.

. Implemented quality incentive plan that took defect levels from 18-19%

range down to 3-4% range.

. Reorganized the company sales/marketing approach to enter very

profitable military contract arena.

Division of Worthington Compressor Corp. Buffalo, New York 1980

to 1984

Worldwide producer of air and process compressors for both commercial and

military markets. Operations included casting, two machining divisions,

assembly and testing, and all customer support and engineering functions.

General Manager

Full responsibilities for Metal products Operations, Quality, and

Sales.

. Developed multi-year capital improvement plan dealing for justifiable

and logical equipment replacement

. Developed and implemented a multi-level quality program to allow for

greater depth into the Government and Military markets

. Developed and implemented a strategy for expanding revenue through

outside sales opportunity while still maintaining superb service to

our own internal plant operations. This became 35% of the total

division revenue.

EDUCATION

BS; Multi-disciplinary Engineering Program; The Ohio State University

Columbus, Ohio

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