Sales Manager

THOMAS J. PAPP

**** ********* ***** ● Brownsburg, IN 46112

abnde3@r.postjobfree.com ● 317-***-****

VICE PRESIDENT OF OPERATIONS

Multi-Site, International, and Turnaround Environments

Proven leader with profit and loss experience driving operations to continuously enhance productivity,

quality, and profitability. Applies hands-on and proactive leadership techniques to surpass objectives.

Skilled in fostering cultural changes to turn around underperforming arenas. Direct responsibility for

manufacturing, production, engineering, sales, and service. Background includes a bachelor of science in

industrial engineering and Six Sigma Champion training. Currently pursuing an MBA.

AREAS OF EXPERTISE

Lean Manufacturing Team Building Process Reengineering

Change Management Product Launches Project Management

Personnel Development Customer Satisfaction Strategic Planning

Sales / Marketing Management Financial Management Business Metrics

CORPORATE CONTRIBUTIONS

Operations Management

• Improved productivity over 40% using Lean Manufacturing methodologies.

• Managed P&L while leading multi-plant and global operations including production, maintenance, supply

chain, manufacturing engineering, design, quality, and sales.

• Led goal development, strategic planning, forecasting, budgeting, production, research, and

development, and trade show coordination functions for sites across the U.S. and Europe.

• Directed operations for a start-up business, coordinating financial, customer support, website

development, marketing, ordering, and manufacturing initiatives.

Process Improvements

• Applied Six Sigma tools to lower product defects per unit tenfold.

• Surpassed client’s expectations, delivering a $2M reorganization project within time and budget.

• Lowered lead time on custom-built products from over 60 days to less than 7 days as well as work in

progress from six weeks to less than one week.

• Drove sales approximately 40% by developing and executing a field campaign targeting disgruntled

customers in addition to restructuring teams; visited clients and significantly boosted satisfaction.

• Dropped inventory 30% within six months, significantly improving turns and cash flow.

EDUCATION

BS in Industrial Engineering, University of Wisconsin – Madison (1994)

Six Sigma Champion Training, Air Academy Associates

MBA, Butler University (2010 anticipated graduation)

(Continued)

THOMAS J. PAPP

abnde3@r.postjobfree.com ● 317-***-****

(Page Two)

PROFESSIONAL EXPERIENCE

General Manager, IMC CORPORATION Indianapolis, IN (2006-2009)

IMC is an ISO certified production job shop focused on quality products and unique customer requirements. Industries

served: medical, appliance, electronic, automotive, agricultural equipment, durable good manufacturers. Key

technologies: laser cutting, bending, stamping, machining, turning, welding, and assembly. Processes include:

manufacturing, sales, order entry, engineering, quality, warehousing. Employees: ~95. Non-union. Two plant, multi-

shift operation. Sales: ~12M.

Managed company P&L. Established goals and executed strategies for multi-plant operations. Directed

capital projects and spearheaded productivity efforts. Reduced costs and culled unprofitable customers.

• Created positive cash flow and maintained

financial strength during difficult economic conditions.

• Reduced overhead and expenses while

maintaining sales volume.

• Slashed throughput time 50% with

infrastructure and system improvements.

President, LASTEC, INC Pittsboro, IN (2003-2005)

Lastec designs, manufactures, and distributes patented mowing products for the international golf course and

commercial mowing markets. Technologies include: laser cutting, forming, welding, finishing, assembly, and

distribution. Processes include: manufacturing, sales, customer service, engineering, order entry, quality, warehousing,

distribution. Employees: ~100. Non-union. One manufacturing facility, three remote sales offices, international sales

and distribution office (London, England). Sales: ~12M.

Led global sales and operations. Responsible for profit and loss. Set goals, defined strategies, executed

budgets, and developed forecasts. Supported production, drove research and development, and

coordinated tradeshows. Launched diverse products, coordinating product development and testing.

• Lowered warranty costs 50% through engineered product improvements.

• Grew revenue 40% by refocusing company vision on engineered designs and superior customer care.

• Managed a $2.5M operational budget while directing headquarters, operations, and worldwide sales.

Operations Manager / General Manager WOODS EQUIPMENT COMPANY Brownsburg, IN (1999-2003)

Woods designs, manufactures, and distributes attachments for agricultural and construction markets. Technologies

include: plasma cutting, forming, welding, finishing, assembly, and distribution. Employees supervised: ~200. Non-

union. Oversaw two facilities (Indiana, Maine). Sales: ~250M.

Recruited to overhaul site operations. Built products as original equipment manufacturer (OEM), for CAT,

John Deere, and Case. Attained the highest productivity rate companywide, out of seven plants, using

Lean Manufacturing strategies. Started as operations manager, advanced to general manager.

• Increased output 50% and capacity 70%+ while growing sales 14% per employee annually.

• Facilitated the transition from a small, privately held company to a mid-sized operation, leading cultural

change and lowering turnover from more than 10% to less than 1%.

Manufacturing Manager / Corporate Support Engineer / Project Engineer ALLIANCE LAUNDRY SYSTEMS

(previously Speed Queen, Raytheon Appliances) Various locations: WI, AR, FL (1994-1999)

Alliance designs, manufactures, and distributes laundry equipment for home and commercial markets. Technologies

include: high volume stamping, finishing, assembly, laser & plasma cutting, forming, welding, and distribution.

Employees supervised: ~100. Union and Non-union facilities. Sales: ~300M.

Received multiple, rapid promotions over a five-year period. Led the implementation of a $1M powder

paint expansion project. Assisted multiple capital and equipment purchases companywide. Supported

plant manufacturing processes, implemented capital equipment to drive efficiencies. Instituted 5Ss and

kanban methodologies to enhance operations.

• Saved $1M in operational expenses through continuous process improvements.

• Amplified first pass yield 10% and increased workflow 10% by using a mixed model assembly.

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