Charles L. Cresap, Jr. CMfgE

BSA, BSME, MBA

*** ******** ******

Rural Retreat, VA 24368

Email: abne3v@r.postjobfree.com

SENIOR EXECUTIVE PROFILE

President / Senior Vice President / General Management / Full P & L /

Multi-Site Operations

Start-Up, Turnaround, & High-Growth Organizations / US & International

Markets

Motivated and metrics driven Business Strategist successful in creating

vision, identifying opportunities, building organizations, and delivering

strong revenues and profits despite intense market competition.

Outstanding analytical organizational, interpersonal, and communication

skills. International experience including Mexico, Europe, and Asia.

Expert in change management. Experienced across diverse corporate

cultures.

EXECUTIVE LEADERSHIP COMPETENCIES

. Strategic Planning & Organizational Leadership

. Mergers, Acquisitions, Joint Ventures & Alliances

. Revenue/Market Growth & Profit Improvements

. Strong & Sustainable Revenue/Profit Gains

. TPS, 6-Sigma, and Lean System Integrator

. Aggressive Turnaround Leadership

. Cross-Functional Team Leadership

. Out-of-the Box Thinker

Professional Experience

Acument Global Technologies 2006 -

Present

($100 million multi-site division of largest US supplier of close

tolerance machined specialty fastener and cold-headed parts to the

automotive and aerospace industries.)

Divisional General Manager - recruited by the CEO to transition two

unprofitable plants into profitable, globally competitive industry

benchmarks through proper leadership and the implementation of lean

techniques.

. Conducted 22 Kaizen events, removed 15.68 average days out of "Stock

to Dock" time, removed 14.95 average hours from "cell lead time," and

reduced manufacturing floor space requirements by 28,330 square feet

. Obtained substantial DSO reduction by improving accounting department

policies, procedures, and controls to quickly improve cash flow. Also

reduced high-risk customers and consolidated distribution network. As

a result, DSO reduced from high of 85 days to lowest level of 34 days.

. Increased overall productivity by almost 38% through TPS, standardized

work, value stream mapping, and 6-Sigma events. Increased inventory

turns from 5.1 to 25.8 and reduced WIP by 51.1%.

. Reengineered critical production planning, scheduling, and

manufacturing processes to successfully turnaround an unprofitable

facility that increased EBIT by $8.2m. ROI improved from 14.7% to

24.8% by accelerating the depreciation of special capital equipment

while increasing production outputs by 19.2%.

Lear Corporation ISD/ESD Division

2004 - 2006

(Interior component and electrical system supplier to the automotive

industry.)

Plant Manager - recruited by Senior Vice President of Operations as a

change-agent in troubled plants. I have been challenged to position key

plants for profitability and future growth while successfully launching

new programs. Senior management responsibility for strategic planning,

operations, and full P&L exceeding $130MM/year.

. Returned to profitability three separate locations, Covington VA,

Zanesville, OH, and Alma MI.

. Implemented "one-piece flow" philosophy, eliminated build-to-stock

paradigm, eliminated final assembly second shift, reduced final

assembly cycle time from 31 days to 4 days, reduced final assembly

finished goods cycle time from 19.5 to 2.5 days, saved 40% of final

assembly floor space, reduced transportation up to 30% as part of the

lean manufacturing strategy.

. Through metric driven management, I reduced the plant's breakeven

point 21% by improving yield and reducing labor cost, improved in-

plant quality measure (%right first time) from 65% to 90%, reduced

plant employee turnover rate from 65% to 10%, and reduced number of

safety incidents 98% by installing proactive safety assurance system

GDX Automotive - Arkansas Division

($100 million multi-site unionized division of largest US supplier of

automotive sealing systems.)

General Manager - recruited by Senior Vice President of Operations to

transition a low-tech commodity producer into a high-tech, value added

systems manufacturer positioned to become market leader. Concurrently

challenged to orchestrate an aggressive turnaround and return to

profitability. Senior management responsibility for strategic planning,

operations, marketing, finance, regulatory affairs, administration, HR,

and full P&L.

. Assembled a Senior Leadership Team that took the company's EBIT from

an average 18% loss to profitability within 4 months. Year over year

labor improvements of $8.8mm, overhead reduction $7.3mm, and scrap

improvement of $3.3mm

. Restored positive cash flow, eliminating all debt and built a $1.2mm

operating reserve. Generated a positive year over year EBIT variance

of $12 million certified by financial statements.

. Reinstated Ford's Q-1, removed from GM's "New Business Hold," and was

nominated for "Supplier of the Year," won the coveted Shingo award,

and was nominated for Discovery Channel's "Champions of Industry"

program.

Elcom, Inc. - El Paso, TX

($160 million subsidiary of $12 billion Yazaki Corporation, supplier of

precision machined, molded, and stamped electrical connectors and

extruded wire to automotive and telecommunication industries. Largest US

injection molder under one roof.)

President - recruited by Chairman and North American President to

transition this family-owned manufacturer into profitability and position

it for sustained growth. Challenged to create and introduce proper

business processes, sales strategies, financial systems, and complete

manufacturing operations to penetrate billion-dollar global market. Full

operating and decision-making responsibility.

Corporate officer with full P&L responsibility for full strategic

planning, operating, manufacturing, sales, service, administrative,

engineering, and employee relations for this multi-division site. Limited

responsibility extended into Asia and Europe. Reported to the "President

of the Americas" and held a seat on the Board of Directors.

. Put together a team of aggressive self-starters and empowered them to

meet their objectives. Installed a mentoring program for the top 5% of

salary staff, and instilled teamwork values in the group that is

recognized as superior throughout the organization.

. Developed and implemented QOS procedures as the division's operating

system. Attained Ford Q-1 reinstatement and took on-time delivery from

28% to 100%. Utilized pull systems to increase inventory turns from 5

to 32 and reduced scrap from 12% to less than 1%.

. Introduced Toyota Production Systems, TPM, 5-S, 6-Sigma process to

both operations and engineering functions within the company. In the

first year of operation, quality rejects were reduced by 58.1%,

improved our productivity by 43.9%, and decreased absenteeism and

employee turnover by 39.2% and 18.8%, respectively, and reduced

capital needs by $3.8M.

Thomas & Betts Corporation, Automotive division - Clinton Twp., Mi.

($250 million supplier of connectors, power distribution boxes, and wire

harnesses, both union and non-union)

Vice President of Operations - recruited by President on customer's

recommendation. Challenged to reinstate basic business disciplines in

engineering and operations, to accelerate profitable growth through the

consolidation of two major divisions, and to lead the division through

two mergers to transform this high-growth electronics manufacturer into a

value-added, global-minded technology company.

Senior management with full P&L responsibility for strategic planning,

operations, finance, administration, IT, and customer satisfaction for a

7-division, logistics, warehousing, and manufacturing division with over

3,600 employees located in both Mexico and the US. Limited responsibility

extended into Europe.

. Directed the development, set-up, and start-up of one operating

division in Mexico and one distribution center in Arizona. Delivered

both projects on time and within stringent budget constraints.

. Revitalized customer service organization, recruited qualified

management team, and increased customer satisfaction rating from 71%

to 99%.

. Structured two mergers, spearheaded integration of corporate cultural,

identified, and eliminated redundant operations as part of the

corporation's aggressive growth and corporate expansion effort.

Previous Professional Experience (Engineering related)

Aline Plastics, Johnson Controls, Engineered Plastics Division, Teleflex

Automotive, Bethlehem Gear & Machine

Education and Professional Credentials

Bachelor of Science in Accounting - University of Phoenix

Masters of Business Administration - Kensington University

Masters of Science in Accountancy - University of Phoenix (April 2010)

Certified Manufacturing Engineer by SME, Certificate #4200495, expires

12/31/12.

Trained on location in Japan on the philosophies of Toyota Production

System

One year of Public Accounting experience

Journeyman Machinist

Home: 276-***-****

Cell: 276-***-****

1993 - 1998

1998 - 2001

2001 - 2004

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