Manager Sales

Edward Bacsik

W**** Gusta Lane

Cambridge, WI ***23

608-***-**** ********@*****.***

CAREER PROFILE

General Manager with a track record of improving operation performance, implementing change, developing professional

teams and successful Greenfielding divisions. Focused on increasing profitability through process improvement and

increased sales Demonstrated strength in providing high-level services to both external customers and multiple internal

divisions. Consistent history of improving efficiencies and reducing waste through collaborative focus on process, people and

technology Cultivated relationships with customers, vendors and sales management, aligning technology to provide services

to meet changing markets needs and demands.

ACCOMPLISHMENTS

Process Improvement Financial performance, efficiency, quality and customer service

Increased profit year over year for a 37% increase in year six by improving efficiencies, reducing waste and

increasing volume.

Reduced rework 91% by establishing performance measures and addressing opportunities.

Implemented shop data collection system which provided objective information for decision making relative to

capital allocation, resource deployment, pricing and process improvement.

Increased efficiency 280% measured in units per hour by utilizing computer automation and process standardization.

Achieved $32.83 reduction in cost per unit, average annual production 150,000 units.

Facilitated formalization of SOP’s and standardization of processes to gain efficiencies real time, while providing

services to external and internal customers and growing capacity.

Negotiated pricing on consumable products, resulting in high of $175 thousand savings on the purchase of up to $1.5

million annually.

Formal training in Six Sigma Green Belt, TQM and the Conway system

Project Management Greenfielding operation, capital implementation, process implementation

Greenfielded $4.0 million VAM technical service operation, opening division on time and in budget.

Built high performing professional staff by recruiting to meet clearly identified functional needs and aligning

personnel with core values of the organization.

Defined process-flow and designed organization based on technical requirements, personnel skills, capacity and

necessary lines of communication needed to optimize efficiency and accuracy.

Built business case, facilitated process and supported customers/sales in centralizing operations from four units to

one, achieving maximum efficiencies and resource allocation.

Led research, procurement and implementation of new processes across multiple divisions, which improved quality

and significantly reduced cost.

Led strategic direction of digital innovation, acquisition and implementation, standardizing technology company

wide.

Change Implementation Process, technology, culture

Implemented major changes, analogue to digital page processing, plate processing and centralizing operations

resulting in significant cost savings, quality improvements and reduction of production schedules. Addressed needs

in technology, personnel and knowledge components.

Negotiated use of performance evaluations and skills assessments in union environment to support technical

transition of personnel into a digital operation.

Developed staff capabilities to grow management skills by coaching, and by setting collaborative objectives based on

specific, measurable, value added, and time based goals.

Supported culture shift while moving work from non P&L to P&L, enabling services to be specifically chargeable

and ensuring accountability for sales transactions.

Edward Bacsik Page 2

PROFESSIONAL EXPERIENCE

PERRY JUDD’S Inc. Waterloo, WI 1992-August 2007

$350 Million catalog and publication printing company, recently acquired by RR Donnelley

Division Manager Madison, WI 2000 – August 2007

Met or exceeded budgeted EBITDA through process improvement, a focus on customer needs and increased sales. Led

company wide strategic direction of digital innovation, acquisition and implementation. Managed $13 million VAM, P & L

division with annual operating budget of $3.0 million. Provided digital services to both external and internal customers.

Reported to the COO.

General Manager Madison, WI 1998 - 2000

Charged with leading start-up of digital service division, including original budget, facility leasing, capital equipment

acquisition and installation. Hired professional staff, developed SOPs, and training. Achieved profitability in year one.

Reported to the COO.

Prepress Manager Waterloo, WI 1992 - 1998

Transitioned department process from analogue craft skill to digital process. Managed all aspects of 90 employee prepress

department, including budgeting, production, quality and schedules. Focused on high- volume, quick turnaround production.

Reported to Vice President, Division Manager.

QUEBECOR PRINTING St. Cloud, MN 1990 – 1992

$6.3 billion catalog and publication printer

Prepress Manager

Improved operation performance in terms of quality, cost and schedule attainment. Managed all aspects of a 90 employee

prepress department, including budgeting, production, quality and schedules. Focused on high volume quick turnaround

production in a craft skill environment. Reported to the Vice President, Division Manager.

RR DONNELLEY & SONS Lancaster, PA 1983 – 1990

$8.5 billion catalog and publication printer

Supervisor

Supervised three functional areas, scanning, page assembly and scheduling, with a high of 55 employees in a 260 employee

service operation. Completed formalized management training program in all operational departments. Reported to

Department Manager

METALS PROCESSING INDUSTRY

Plant and Project Engineer

Analytical Chemist

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EDUCATION

MBA, Drexel University, Philadelphia, Pa

BA, Chemistry Trenton State College, Trenton, NJ

.

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