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General Manager, Vice President, Site Manager Manufacturing, Sales, Marketing, P&L at Seeking Manufacturing Company Career Opportunity

Director of Operations Multi-site Plant Management, metal-fabrication, perforating, ISO 9000, mfg at McKey Perforating Company

Managing Director General Management, P&L, Sales, Manufacturing, Expat, International, Admin. at JacksonLea de Mexico, division of Osborn International

President and Founder Entrepreneur, Product Development, HBA, Dispensing Packaging, Unit Dose at NextPak, LLC

General Manager P&L, Marketing, Sales, Manufacturing, cGMP, FDA, HBA, Dental, Unit Dose Packaging at Innovative Swab Technologies, division of Zila, Inc.

President and CEO P&L, Sales, Marketing, Manufacturing, Strategic Planning, HBA, cGMP, Wet Wipes at Matarah Industries, Inc.

Vice President of Operations Metal-working, Cellular Manufacturing, LEAN, Union, Plant Management at Pferd-Milwaukee Brush Company (August Ruggeberg GmbH)

Engineering Manager; Manufacturing Manager Plastic Injection Molding, RJG, Closures, Quality, SS at Seaquist Closures

Manufacturing Manager, Manager of Plant Engineering & Maintenance, Management Intern Oilfield Equip at ReedHycalog (National Oilwell-Varco) (formerly Reed Tool Company of Baker Hughes)

Plant Engineer Engineering, Casting, Pressure Pour, Plant Construction & Start-Up, Railroad Equip at Griffin Wheel Company

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Education

Columbia University - Columbia Business School

Columbia University - Fu Foundation School of Engineering and Applied Science

Highland Park High School (IL)

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William J Casey's Summary

Email: abotl5@r.postjobfree.com

General Manager Vice President or Director Plant Manager- Multi-Site

P&L Leadership Sales Marketing Manufacturing

Domestic and International Experience Open to Relocation

Life-long USA citizenship with new dual Australian citizenship

BSME- Columbia University

MBA - Columbia University (marketing & finance major)

Greenbelt, QIP & QES Trained

Manufacturing company professional with more than 20 years of leadership experience in roles such as General Manager or VP/Director Operations in metal-working, plastics and dispensing package environments. Skilled at improving the P&L, growing sales, and making operational performance gains with $5-$50 million business units owned by larger (Fortune 500) companies, or privately-held. Strong leader and change agent with functional expertise across sales, marketing, manufacturing, engineering and administration. Financial acumen with P&L and balance sheet; budgeting, control and performance analysis. Strategic planner with strong critical thinking skills.

Sales & marketing leadership skills resulted in avg sales growth of 20%+ per year across 8 years into industrial & HBA markets. Marketed standard & engineered products with effective technical & application support. Directed sales force with a mix of direct OEM salespeople and sales channels comprised of distributors and manufacturer reps. Personally lead marketing programs and sales teams; key account sales, pricing strategy, quotation development & presentation, and negotiations.

Particular strength leading manufacturing to align with customer needs and to make KPI gains in service, cost, quality & safety across a variety of process environments; metalworking, plastics & dispensing package processes. Plant management and multi-site leadership skills used to build competent operational teams focused on performance, Quality &CI (SS, LEAN); Positive attitude towards team members, yet tough, resilient and driven to achievement.

Specialties

GM,

P&L,

P&L Responsibility,

P&L Leadership,

Budget,

Sales,

Marketing,

Manufacturing,

Operations,

Quality,

Product Line,

Strategic Planning,

Team Building,

Change Agent,

Sales-Business Development,

Sales-Channel,

Sales-Pricing,

Sales-Quotation,

Sales-Trade Show,

MFG-CNC Machining,

MFG-Materials Management,

MFG-Metals,

MFG-Metalworking,

MFG-Packaging,

MFG-Plastics,

MFG-Product,

Safety,

Union,

KPI,

Greenbelt,

CIP,

cGMP,

ISO 9000,

LEAN SS

William J Casey's Experience

General Manager, Vice President, Site Manager Manufacturing, Sales, Marketing, P&L

Seeking Manufacturing Company Career Opportunity

November 2011 Present (11 months) Greater Milwaukee Area

Business Unit & Operational Leadership. P&L responsibility. Crystalize & communicate vision for business success. Grow sales and build customer relationships in target markets. Identify performance characteristics that make a difference to customers. Implement process improvements, product improvements, and CIP plans to increase sales, to improve KPI, and grow P&L. Energize Team to achieve key objectives. Leverage skills; new business development, strategic planning, communications, team building, CIP, LEAN SS, manufacturing excellence, engineering, sales, marketing, quality, teambuilding and analytical. Leverage experience; P&L, MFG-Products, MFG-Metals, MFG-Plastics, MFG-Packaging, Sales, Sales Management, Sales-quotations, Sales-business development, Sales-channels, Sales-industrial, Sales- cosmetic dental medical, Quality- CIP Greenbelt LEAN SS QIP cGMP ISO9000, International, MFG-Safety, MFG-Plant Management, MFG-Muliti-Site, MFG- materials management, MFG- supply chain.

Director of Operations Multi-site Plant Management, metal-fabrication, perforating, ISO 9000, mfg

McKey Perforating Company

2008 2011 (3 years) New Berlin, Wisconsin

Leading, metal-perforating company having $18 million of annual sales. Serving OEM companies (such as John Deere, CAT, Case, CNH, Donaldson, PACCAR, Universal Silencer, Nissan, Calsonics, NuCor, Chief, Maysteel, Westeel, Sioux, Matcor, Kapco, Artic Cat and many others) and their supply chain in markets such as agricultural equipment, construction equipment, automotive exhaust systems, electrical enclosures, sound control, filtration, roof decking, and HVAC markets.

Leadership responsibilities for all operational functions at two manufacturing sites, including production, engineering, quality, production control, purchasing, tool maintenance, tool building, maintenance, warehousing and shipping/receiving. Work-group comprised of 80 non-union employees. One facility located in New Berlin, WI and the other located in Manchester, TN. Processes and equipment included metal perforating presses, roller-feed perforating presses, NC punch presses, CNC lasers, forming presses, shears, uncoiling & coiling equipment, laser welding, CNC machining, tube making, grinding and leveling for steel, stainless steel and aluminum materials in coil and sheet form ranging from 0.010 thickness to * thickness.

Developed and implemented a comprehensive roller-feed, perforating press operator training program by consolidating scattered information and consolidating it into a best practice operations manual supported by class-room training, shop floor instruction by expert personnel, and operator skills evaluation/tracking.

Expanded perforated metal-tube capabilities at Tennessee facility that resulted in sales growth to automotive exhaust market and to plant s profitability. Initiated project to acquire an additional roller-feed, perforating press line to serve other markets.

Achieved company-wide ISO 9000 recertification in 2009 with successful surveillance audits in 2010 and 2011.

Managing Director General Management, P&L, Sales, Manufacturing, Expat, International, Admin.

JacksonLea de Mexico, division of Osborn International

Privately Held; 501-1000 employees; Mechanical or Industrial Engineering industry

2007 2008 (1 year) Mexico City, Mexico

(contract assignment through LauberCFOs, Milwaukee, WI)

JacksonLea de Mexico is Mexico's leading buff and compound company with approximately $6.0 Million (USD) sales into the Mexican market; JacksonLea unit of Jason, Inc., Milwaukee, WI.

Leadership responsibility for overall (local Mexican) company management including P&L, sales, operations, and administration. Facilities located near Mexico City in Tlalnepantla, Mexico.

Redirected sales efforts and application support to existing, larger-customer accounts (to gain market-share with each account) and away from smaller/new accounts during poor economic period. Resulted in 11% sales revenue increase over 6 month period.

Stabalized management team. Provided constructive direction to operational activities that included P&L, MFG-Product, LEAN, materials management, FIN-accounting, manufacturing, budgeting, sales, sales management, quotations, product applications and union relations.

Achieved a return to a positive EBITDA performance.

President and Founder Entrepreneur, Product Development, HBA, Dispensing Packaging, Unit Dose

NextPak, LLC

2006 2007 (1 year) Milwaukee, WI

Pre-start-up company focused on product development of new "single-use", "unit-dose" packages offering consumer convenience features in cosmetic, dental, medical and HBA market segments.

Designed several pre-moistened, "single-use","unit-dose" packages with built-in appplicators that offered consumers unique convenience features to easily access and apply chemistry with pin-point accuracy. Established provisional patent applications and working proto-types.

Personal skills and expertise developed and used in this job experience included product development, product design, product engineering, strategic planning, budgeting, manufacturing, proto-types, patents, packaging, flexible packaging, unit-dose packaging, marketing, dental markets, HBA markets, cosmetic markets.

General Manager P&L, Marketing, Sales, Manufacturing, cGMP, FDA, HBA, Dental, Unit Dose Packaging

Innovative Swab Technologies, division of Zila, Inc.

Public Company; 51-200 employees; Pharmaceuticals industry

2001 2006 (5 years) Antioch, IL

Sold unique snap-open swab dispensing package to medical, dental, cosmetic and HBA companies; private-label probe covers for thermometers to distributors; and thin-walled plastic components to OEM companies. Operated FDA registered, OTC drug packaging facility that featured a plastic fusion molding operation ideally suited to make very thin-walled plastic tubes, and fill-seal-label packaging lines. Division of Zila, Inc.

Responsible for overall company management; P&L, sales, marketing, quality, operations, and administration.

New sales & marketing strategy for snap-open swab package resulted in sales growth from $1.8 to $5.5 million in 3 years. New sales literature; tradeshow participation at HBA Global Expo, Pack Expo, MD&M ; new web-site; refined customer application, proto-typing and stability testing processes. Acquired new business with Zicam Cold Remedy, BriteSmile & others. Established relationships & business development projects with GlaxoSmithKline, L Oreal, Estee Lauder, Medela, & others.

Up-graded cGMP QMS to address weakness cited in 2001 FDA audit that resulted in excellent 2006 FDA audit. Championed quality system improvements to batch records, work instructions, record keeping, inspection methods, cleaning procedures, quality specs, lot traceability, employee training, documentation, labeling, stability testing, and validations.

Acquired two new automated fill-seal-label packaging lines that tripled capacity, reduced unit cost by >50% and improved quality.

Participated in Zila s strategic divestiture activities for IST in 2006.

Job content included P&L responsibility, sales, sales channels, cGMP, FDA, quality, product development, strategic planning, marketing, tradeshows, business development, manufacturing, MFG-Plastics, unit-dose packaging, probe covers, distributors, supply-chain, CIP, quotations, pricing, web site, budgets, product literature, P&L leadership & Fin-accounting.

President and CEO P&L, Sales, Marketing, Manufacturing, Strategic Planning, HBA, cGMP, Wet Wipes

Matarah Industries, Inc.

1998 2001 (3 years) Milwaukee, WI

.Privately held, $8.0 million manufacturer of industrial sorbent products, and wet-wipe (pre-moistened towelette) products. Sold through industrial distributors as private label products, and sold on contract manufacturing basis to OEMs and major brand companies such as Kimberly-Clark, Bath N Body Works (Gryphon Development), ZEP, Chemsico, Athea Labs, American Wood Fibers and many others.

Company leadership responsibilities; P&L, sales, marketing, manufacturing, quality, engineering and administration. 6 direct reports and total company employment of 80 non-union employees.

Grew sales of wet-wipe product by more than 50% over two years by securing new contract manufacturing relationships with Bath N Body Works (Gryphon Development) and Athea Labs.

Improved gross margins by 10% as a result of operating efficiency gains, reduced waste, and implementing more effective quotations process.

Developed company s first strategic plan including an extensive industry & market review, competitive analysis, and SWOT analysis. Given the Company s working capital constraints, concluded that company s best opportunity for profit growth resided in wipe wipe market. Developed plan to divest sorbent business, and to use proceeds to pay down debt and to invest in growing wet wipe business. Implemented plan with BOD approval.

Job content and work environment included: P&L responsibilities, EPA registered facility, MFG-contract, MFG-Packaging, sales, sales management, marketing, strategic planning, financial reporting, FIN-accounting, safety, Sales-channels, pricing, quotations, manufacturing, materials management, supply chain, cGMP, budgeting, change management, product management, product literature, competitive analysis, P&L, general management, market analysis, pre-moistened towelettes, wet-wipes, oil sorbents, chemical spill sorbents, HBA markets, pet markets, industrial markets, dairy markets, safety supply distributors, JAN SAN markets, consumer markets.

Vice President of Operations Metal-working, Cellular Manufacturing, LEAN, Union, Plant Management

Pferd-Milwaukee Brush Company (August Ruggeberg GmbH)

1991 1998 (7 years) Menomonee Falls, WI

Privately-held, $13 million manufacturer of industrial brushes for hand-held power tools, metal finishing equipment and machinery.

Vice President of Manufacturing (1995-1998)

Director of Manufacturing (1991-1995)

Led over 100 employees in the design and manufacture of metal, power-driven brushes and maintenance brushes sold through distributors in industrial supply channels (such as STAFDA distributors), in welding supply channels (such as Praxair, NWA and AWS distributors) and to OEM power tool companies such as Milwaukee Electric Tool (METCO, Atlas-Copco), DeWalt and Bosch.

Consolidated two manufacturing plants into one facility that resulted in over $750,000 of annual savings with minimal customer supply disruption; plan completed on-time and on-budget.

Implemented LEAN / cellular manufacturing throughout facility that improved quality, improved on-time shipments to virtually 100%, reduced lead-time by weeks, and reduced raw material/WIP inventory investment by $500,000 or 40%.

Successfully negotiated two Union labor contracts with USWA bargaining unit that provided strong management rights features and built positive workforce relationships. Designed and implement GAINSHARE PLAN with employee rewards for improvements in productivity, quality, customer service and safety.

Reviewed metal-stamping suppliers and consolidated sourcing from 13 suppliers down to 3 suppliers. Action resulted in a 15% cost reduction for total parts purchase, improved service levels, and a greatly simplified ordering process.

Activities and environment included: manufacturing, MFG-metals, MFG-assembly, LEAN, cellular manufacturing", plant consolidation, Union negotiations, budgeting, quality improvement, capital plan, strategic planning, safety, engineering, product engineering, product line, change management, change agent, CIP, MFG-materials management, team building, plant management, purchasing, supply chain, contract negotiations. Wohler, Boucherie, Carlson equipment.

Engineering Manager; Manufacturing Manager Plastic Injection Molding, RJG, Closures, Quality, SS

Seaquist Closures

Public Company; 201-500 employees; ATR; Plastics industry

1986 1990 (4 years) Mukwonago, WI

The market leading dispensing closure company with first-class plastic injection molding facility; was division of Pittway Corporation (Fortune 500) and now a division of AptarGroup. Major customers included P&G, Colgate, Heinz, Helene Curtiss, SC Johnson, and others.

Engineering Manager (1988-1990)

Directed 45 person staff in tool engineering, tool room, purchasing and facility engineering activities.

Chairman of company-wide Quality Improvement Process (Crosby style) focused on waste reduction, employee involvement and education, and making quality improvement our way of doing business.

Improved new tool acquisition process (tool design, acquisition and start-up) for complex, 24-64 cavity plastic injection molding tools by; refining tool design standards; by refining tool review process; by using statistical methods to characterized tool performance such as Cp & Cpk; and by using DOE to establish process.

Manufacturing Manager (1986-1988)

Led 140 employee work-group in production and maintenance activities for a 45 press, 3 room, 24/7, plastic injection molding facility. Typical press size 350 Ton.

Introduced and implemented scientific plastic injection molding principles to process approach utilizing Paulson and Rod Groleau (RJG) concepts. Provided class-room and hands-on training to all set-up technicians, processing engineers and production supervisors.

Directed and taught Quality Education System program to all company employees in support of QIP. Training focused on waste reduction, problem solving techniques, root cause analysis, and quality improvement concepts.

Job content and work environment included: Manufacturing, engineering, plastic injection molding, cost control, cost, budgeting, quality, QIP, CIP, DOE, statistical process control, Groleau, RJG, Paulson, precision tooling, plant management, Cp, Cpk,multi-cavity, cGMP, safety, employee training, employee development, employee evaluation, productivity.

Manufacturing Manager, Manager of Plant Engineering & Maintenance, Management Intern Oilfield Equip

ReedHycalog (National Oilwell-Varco) (formerly Reed Tool Company of Baker Hughes)

Public Company; 1001-5000 employees; Oil & Energy industry

1979 1986 (7 years) Houston, Texas

A leading manufacturer of oilfield drill bits and coring equipment with $190 million sales; a Baker International Company ( now ReedHycalog and part of National Oilwell-Varco).

Manufacturing Manager- Diamond Products (1984-1986): Successfully led over seventy employees in the manufacture of natural and man-made diamond drill bits, coring equipment and sta-put stabalizers in support of $20 million of world-wide sales. Operational responsibility for primary manufacturing facility near Dallas, Texas; for a facility near Edmonton, Alberta, Canada; and for managing Mexican partnership operating a facility near Mexico City, Mexico. Directly accountable for production, materials management, manufacturing engineering, quality, accounting and HR. Administratively responsible for application engineering, order entry and product engineering. Successfully directed manufacturing resources to achieve schedule, quality and cost objectives. Reduced overhead rates by 30% through shop load management and through process improvements. Profitably managed minority Mexican partnership position.

Manager of Plant Engineering and Maintenance (1981-1984): Responsibility for plant engineering and maintenance activity at Reed s primary rock bit manufacturing facility in Houston, Texas. Successfully led 60-120 supervisors, craftsmen and engineers in support of precision manual & CNC machine tools (mills, drills, lathes, grinders), forge shop, heat treat facilities, WC hard metals manufacturing facility and utilities. Reduced CNC downtime by more than 50%. Implemented on-site electronic and digital theory training for repairmen through partnership with local technical college.

Management Intern (1979-1981): 22 month training program with equal exposures in sales/marketing, engineering, manufacturing and finance. Projects included oilfield business activity forecasting technique, company capital spending policy and procedure, and evaluation of technical service impact on sales.

Plant Engineer Engineering, Casting, Pressure Pour, Plant Construction & Start-Up, Railroad Equip

Griffin Wheel Company

Privately Held; 10,001+ employees; Mechanical or Industrial Engineering industry

1975 1978 (3 years) Chicago, IL

World s leading manufacturer of railroad car wheels; an Amsted Industries Company (Fortune 500).

Project Engineer:

Provided plant engineering support in the design, development and implementation of manufacturing process equipment supporting 7 operating plants across North America from centralized Plant Engineering function as directed by Chief Engineer. Facilities used Griffin s World Class cast steel wheel processing (patented Pressure Pouring casting process, electric-arc melting department, molding department utilizing graphite molds, finishing department and inspection department).

Twenty month assignment as Construction Site Superintendent on a new greenfield $25 million steel foundry project in Keokuk, Iowa; plant was completed ahead of schedule; under cost; and produced at the designed rate of one wheel per minute. Provided on-site oversight of the general construction contractor for the project, as well as coordination/direction to a variety of subcontractor and equipment suppliers during installation and start-up phase of the project. Intimately involved with this project from the initial site survey through plant start-up and normalization of production. Early recognition of construction problems/delays and a re-planning effort resulted in the overall project being completed ahead of schedule.

Developed extensive process and operational understanding of Griffin s steel casting manufacturing methods through a variety of interim assignments at facilities in Bessemer, AL; Bensenville, IL; Keokuk, IA; and St. Hyacinthe, QC, including: temp assignments as Maint. Supv.; "pouring" recorder; automation projects for equipment; liaison with foreign licensee reps; mounting wheel sets onto axles.

Activities and environment included: steel casting, railroad wheels, pressure pouring, project management, manufacturing, plant start-up, plant construction, maintenance, plant engineering, change management, change agent, safety, construction management.

William J Casey's Skills & Expertise

P&L Responsibilities

Organizational Leadership

Operating Budgets

Capital Budgeting

Operations Management

Sales

Marketing

New Business Development

B2B

Multi-Site Operations

Plant Management

Strategic Planning

International Business Experience

Team Building

Analytical Skills

Manufacturing

Plastics

Metalworking

Packaging

Machining

Quality Improvement Processes

Plant Consolidations

Union & Non-Union

Materials Management

Supply Chain Management

Product Development

cGMP manufacturing

Iso 9000

Process Improvement

Employee Training

Workplace Safety

Inventory Management

Trade Shows

Pricing

Product Literature

Productivity

Cost Effective

Product Costing

FDA GMP

union negotions

Lean Manufacturing

Green Belt

Six Sigma

Overseas Experience

Sales Channel Development

Injection Molding

Quality Management

Cellular Manufacturing

Business Development

quotations

View All (50) Skills View Fewer Skills

William J Casey's Courses

Independent Coursework

Six Sigma Greenbelt Training Certificate; March, 2012 (at Chicago Deming Association- Six Sigma Masters Program, Naperville, IL)

Quality Improvement Process for Management; 1986 (Crosby Quality College, Winter Park, FL)

Quality Education System Training; 1987 (Crosby Quality College, Winter Park, FL)

William J Casey's Education

Columbia University - Columbia Business School

MBA, Marketing and Finance

1978 1979

Columbia University - Fu Foundation School of Engineering and Applied Science

BSME, Mechanical Engineering

1971 1975

Activities and Societies: Varsity Baseball, Varsity Basketball, Society of Naccoms, Nu Sigma Chi Fraternity, Bronze Key Award

Highland Park High School (IL)

HS diploma

1967 1971

Activities and Societies: Varsity Baseball, Varsity Basketball, Orchestra, Holder Student/Athlete Award.

William J Casey's Additional Information

Groups and Associations:

APICS-The Association for Operations Management-Milwaukee Chapter

Arizona Manufactruers and Industrial Operations Managers, Executives and HR Professionals.

Australian Construction, Resources & Engineering Network

CNC Machining / Manufacturing network

Columbia University in the City of New York

Cosmetics and Beauty Network

Engineering Australia, New Zealand & South Pacific

Engineering Jobs Worldwide

Executive Suite

Executives and Managers: Networking, Forum and Jobs

Expat Network

FUEL Milwaukee

Green Bay Packers Fans (4000+)

Houston Energy Corridor Connections

IVY GROUPS & IVYEXEC.COM: Harvard Columbia Cornell Univ. Pennsylvania Yale Princeton Brown Dartmouth

Industrial Sales Professionals Australia

Job Search Circle -- sponsored by Improve-ization

Job Search Circle--Supply Chain

Lean Six Sigma

Link Up Milwaukee

Linked Strategies

MOM - Manufacturing Operations Management

Manufacturing Executive

Manufacturing Operational Excellence

Manufacturing Site Leaders

Manufacturing and Industrial: Careers, Networking and Jobs

Midwest Manufacturing Professionals

Milwaukee 7

Milwaukee Brewers Fans

Milwaukee Business Professionals

Operational Excellence

Private Equity Investment Group

Private Equity and Venture Capital Group

Private Label and Contract Manufacturing

RJG, Inc.

STAFDA (Specialty Tools & Fasteners Distributors Assn.)

Texas Oil & Gas Professionals and Executives

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William J Casey

Manufacturing Executive General Manager, Site Manager, Vice President Manufacturing, Sales, Marketing P&L Leader

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