Management Manufacturing

Matthew R. Fulton...

**** ******* *****, ********* * . Oak Park, CA 91377 . 805-***-**** .

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

Multidimensional Global Operations and Business Development Executive with

demonstrated success developing and executing strategies that drive new

business wins, sustainable growth, build operational synergies, expand

corporate capabilities, and deliver consistent double-digit return on

investment. Develops strategic vision to optimize OEM and EMS

manufacturing through Lean manufacturing, process flow, and quality

processes to improve profitability and business unit performance.

Motivational leader recognized for driving product innovation, resource

optimization, collaborative communications, and for the ability to inspire

and develop strong teams who consistently increase quality, profitability,

and customer satisfaction. Multilingual individual who has lived and

worked in Latin America, Europe, and US. Select accomplishments:

. Business Development: Implemented initiatives to identify both

tactical and strategic business opportunities in North America for a

Global EMS company and worked with Sales staff and Operations staff to

develop the opportunities, to successfully quote the business, and to

win the business and successfully transfer in excess of $2B USD

annualized. Opportunities included build-to-print, acquisitions and

design, development, qualification and manufacture scenarios.

. Business Transformation: Led and delivered complex business

transformation, increasing EBITDA from negative 8% to +16% at several

companies. Re-engineered company's organizational structure, saving

$160M at CTS, and spearheaded comprehensive business transformation

initiatives at Elcoteq, saving >$230M over three years, remaining

profitable despite bankruptcy of parent/operative entities.

. Operations Management: Optimized business performance through Lean

manufacturing and continuous improvements methods to improve on-time

delivery, quality, and profitability across the value chain. Reduced

work-in-process inventory from $50M to $5M, reduced turnaround time

from two weeks to two days at Elcoteq. Reduced labor costs 22%, and

increased on-time delivery to 98% at CTS.

. Leadership Development: Top-graded key positions and championed

incremental investment in people and technology. Introduced competency-

based training and succession planning, leading to <0.2% turnover at

Elcoteq. Eliminated three layers of management and introduced pay-for-

performance culture, delivering employee bonuses for first time in

three years, and driving profitability from $4M to $57M.

Core Competencies that Build Organizational Capability

. Strategic Business Planning

. Business Turnaround and Transformation

. $350M - $1.2B P&L Management

. Revenue and Profit Generation

. Lean Process Re-engineering

. Quality Management

. Business Development

. Account Management

. Project Management

. Leadership Development

. Strategic Relationship Management

. Human Resource Capital

. Capital Governance

. Communication and Collaboration

A Career of Delivering Optimized Results

CTS ELECTRONIC MANUFACTURING SERVICES, A $300M electronic manufacturing

services provider. 2012

VICE PRESIDENT GLOBAL OPERATIONS, Moorpark, CA

Recruited to drive restructuring and to implement best practices across six

sites in China, Thailand, Mexico, and US. Led total business operations,

contracts, finance, HR, continuous improvement, program management, and

site GMs. Directed 1,400 employees. Full P&L authority for $300M operation.

. Developed One World strategy and reorganized operations structure to

maximize operational synergies/best practice sharing.

. Disengaged with unprofitable accounts, closed sites in China and

Scotland, and transferred automotive, medical, defense, aerospace, and

industrial products within the US, and consumer, industrial, medical, and

security products to offshore sites in Mexico and Thailand.

. Reduced work-in-process and inventories from $80M to $49M, reduced

turnaround time from six to eight weeks to two weeks, and reduced

headcount 22%. Fixed/variable cost reductions doubled cash flow and

reduced revenue required for breakeven P&L from $100M/quarter to

$65M/quarter.

. Spearheaded 5S and Lean manufacturing processes, increasing on-time

delivery from 45% to 98%, increasing "First Pass" quality, and improving

efficiencies from 50% to 85%.

. Expanded Mexico operations, transferring seven accounts, and increasing

annualized revenue from $15M to $60M.

. Reintroduced business operations to Thailand following national flood

disaster. Streamlined site operations and introduced risk mitigation

activities to protect future business. Transferred medical, security, and

industrial products back to Thailand with annualized revenues of $60M.

ELCOTEQ, A $1.5B electronics manufacturing service and global aftermarket

repair service provider. 2007 - 2012

MANAGING DIRECTOR, ELCOTEQ HUNGARY LTD., Pecs, Hungary 2009 - 2012

Selected by CEO to assume leadership for under-performing Hungarian

facilities, the company's largest manufacturing site, with three

manufacturing facilities and six warehouse operations. Led program

management, business development, legal, contracts, quality, logistics,

manufacturing, test, configuration/packaging, aftermarket services,

customs, finance, HR, training, security, and facility operations. Directed

4,500 employees. Full P&L authority for $1.2B operation.

. Right-sized organization and achieved $8M turnaround in first six months

to return site to profitability. Grew profits from $4M to $57M in 12

months.

. Identified new AMS/EMS business opportunities and secured five major

accounts. Increased aftermarket sales from $100M to $200M and total sales

from $729M to $1.2B.

. Closed two manufacturing facilities and six warehouses, and consolidated

all manufacturing and warehouse operations into one site, reducing

fixed/variable costs 50%. Reduced headcount from 4,500 to 3,200.

. Introduced visual factory/one-piece flow to streamline production

operations and the repair business, reducing turnaround time from 7-10

days to 1.8 days, and increasing on-time delivery from 80% to 100% in

production.

. Engaged four global mobile communication/consumer electronic OEMS for

after-market services, introducing >20 models/products in 4-6 months.

. Created process "cookbooks" to consolidate reporting

resources/directions, eliminated three layers of management and 60% of

indirect staff, introduced data-driven, metrics-based meetings, and

initiated a pay-for-performance culture to drive performance. All

eligible employees received bonuses for first time in three years.

. Partnered with banks, government, and labor unions, and negotiated with

competition to retain/transfer business during parent company's

bankruptcy process. Ensured employees received all monies owed and

business transferred prior to departure.

MANAGING DIRECTOR, ELCOTEQ S.A. DE C.V., Monterrey, Mexico, 2008 - 2009

Promoted to lead turnaround of unstable organization with significant

customer relationship, service, and operational issues. Led warehouse

operations, manufacturing, account management, HR, finance, customs,

traffic, purchasing, engineering, quality, security, and training. Directed

4,500 employees. Full P&L authority for $600M operation.

. Developed strategies and implemented infrastructure changes to

successfully turnaround operations from $18M loss to $50K profit center

in six months.

. Re-engineering plant layout and implemented visual factory and Lean

manufacturing processes, reducing work-in-process inventory from $50M to

$5M, and turnaround time from 26 days to two days from order receipt.

. Consolidated product lines from 14 to four, reducing capital asset costs

60% ($15M).

. Revised security and inventory management programs, decreasing shrinkage

$3M annually.

AMERICAS REGIONAL ACCOUNT DIRECTOR, Monterrey, Mexico, 2007 - 2008

Recruited to manage strategic account relationship with RIM, a global

leader in wireless innovation. Led account management. Served as a sole

contributor. Full P&L authority for $600M account.

. Introduced several hundred product iterations for Blackberry, driving

annualized revenues of $600M.

. Reduced work-in-process inventory from $100M - $50M, and reduced

turnaround time from one month to two weeks.

JABIL CIRCUIT, A $16B worldwide provider of electronics manufacturing

services. 1992 - 2007

GLOBAL BUSINESS UNIT DIRECTOR, AUTOMOTIVE GROUP, Chihuahua, Mexico, 2005 -

2007

Transferred at request of Senior Vice President, Business Accounts to grow

key account into a global partner. Led manufacturing, engineering, quality,

supply chain, and finance in cross-functional matrix organization. Directed

>200 employees. Full P&L authority for $100M operation.

. Launched seven new automotive products, driving $100M annual revenue.

. Managed relationship with global account (Delphi), as they progressed

through bankruptcy, to ensure Jabil was not adversely affected.

Successfully collected $1M (90%) of outstanding receivables.

REGIONAL BUSINESS DEVELOPMENT DIRECTOR, LATIN AMERICA, Chihuahua, Mexico,

2000 - 2005

Selected to grow business in Latin America market. Led business development

and business management. Directed 50 employees in Latin America. Full P&L

authority.

. Secured 17 major accounts, increasing annualized sales in Latin America

from $800M to $2B.

. Launched two manufacturing sites in Mexico and one in Brazil, with 1.2

million square feet, delivering $550M incremental revenue. Met all

technical and international business regulatory requirements.

. Hired/trained local business development teams and created management

training program to increase leadership skills. Program led to 12

internal promotions at three sites in five-year period.

. Ensured viable business relationship with labor unions and

built/maintained business operations with no labor grievances.

. Partnered with Corporate on merger/acquisition activities and integration

of two large business acquisitions/technology transfers, valued at >$2B

in the automotive and consumer electronics markets.

GLOBAL BUSINESS UNIT DIRECTOR, WHITE GOODS, Auburn Hills, MI and

Guadalajara, Mexico, 1997 - 2000

BUSINESS UNIT MANAGER, AUTOMOTIVE, Auburn Hills, MI, 1992 - 1997

Education and Military Experience

MBA, International Marketing, Kensington University, Glendale, CA

BS, Air Force Academy, Colorado Springs, CO

USAF, Navigator/Electronic Warfare Officer, Mather AFB, CA

Fluent in Spanish and English, Conversant in Hungarian

Industry Recognition

Authored, "Artificial Intelligence & Wave Soldering Process," Electronic

Packaging and Components, 1987

Guest Speaker, "Artificial Intelligence & Wave Soldering Process," Advanced

Electronics Seminar, China Lake, CA

CREATING CULTURES OF CONTINUOUS IMPROVEMENT TO DRIVE RESULTS

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