Tracy M. Roskey

***** ********** ***** ****: 216-***-****

Eastlake, Ohio 44095 ac1oyc@r.postjobfree.com

Senior Management, Operations

CEO, V.P. of Operations, V.P. of Materials, Operational Turn-around Consultant.

Creating economic improvement through innovative processes and product improvements while focusing the organization on the customer’s value needs.

Innovative Leader with 26 years of experience of working with the organization, private equity and customers to identify the market place needs while focusing resources to maximize the economic return of meeting those needs through evolutionary change.

Data driven senior manager who instills the value of true root cause analysis while creating an environment that encourages identification of opportunities for performance improvement or stretch solutions. I am a manager who is accustomed to navigating difficult account relationships, economic issues and/or operational problems while developing a strategy to convert these situations to opportunities.

Professional Performance

Jack Cleveland Casino Sept. 2014 – Present

Privately held company in the entertainment industry that specializes in gaming.

Finance Department

Working directly for the controller monitoring and administering various controls, regulatory requirements, payroll and system development in the cash management side of the gaming business. Regularly responsible for verifying $7,000,000 to $113,000,000 in cash assets.

Identified various discrepancies’ in the payroll system that were in direct violation of collective bargaining agreement, identified method to determine scoop of variances.

Revamped training systems to support transition of ownership and systems while reducing redundancy and implementing programs to improve new hire retention of regulations and controls.

Created temporary systems to support business needs in a semi-automated fashion until new systems were up and running post acquisition.

Worldwide Composite Technologies LLC. Jan. 2013 – Sept. 2014

Privately held company that develops products, processes, consulting and operational solutions to manufacturing companies.

Owner

Worked with owner of Hanover Marine LLC. to complete asset purchase of all manufacturing equipment, molds and technologies to create startup company to assume manufacturing of Hanover Marine products reducing Hanover Marine to a sales and distribution company only.

Identified and negotiated lease option to buy 110,000 sq. ft. facility that met business current and future space requirements.

Negotiated five year supply agreement with owner of Hanover Marine.

Established supply chain for new start up entity.

Obtained financing to fund acquisition and working capital.

Hanover Marine LLC. November 2010 – Jan. 2013

Designer/Manufacturer of 26’ to 53’ performance cruisers and cruiser/racer sailboats that are sold predominately in Europe, Asia and North America.

COO

Responsible for all manufacturing functions including new product development, new technology development, quality and aftermarket warranty support (customers & Dealer network).

Developed data collection and analysis process to determine processes that were contributing to margin leakage. Once major areas of lost efficiency were determined we then worked to identify root causes of inefficiency and implemented corrective action.

oImproved margins from -7% to +5% per unit to 15% to 25% per unit post dealer discount.

oImplemented a 15% price increase while increasing sales 50% over prior year.

oReduced reworks by boat from 600 – 800 hours per unit to less than 100 hours per unit.

oReduced warranty costs from $300,000 annual cost to under $50,000 annual cost.

oRe-established market perception of quality builder in industry.

oConsolidated two plant operations to one plant operation in 30 days without stopping production.

Ind. Business Improvement Consultant March 2008 – November 2010

Worked with clients from small molders to divisions of Fortune 200 international companies on projects to develop new products/market opportunities, new processes and/or act in an operational manager role while solving operational performance difficulties.

Operational Improvements, analyzed current processes to determine root causes of inefficiency and loss of first time yield, and then worked with local associates to develop processes, tools, controls and equipment capabilities to address the root cause issues.

Operational Improvements, analyzed material selection and supply chain limitations resulting in the development of process to make versus buy material resulting in higher performance material at a substantially lower cost. Used this process to develop alternative products that reduced the supply chain lead-time of two products by while reducing number of operations and cost to the end user.

Strategic Planning; used market analysis to determine company’s growth required diversification and developed new products that allowed supplier to expand business from equipment supplier to supplier of OEM products.

Thomas & Betts Power Solutions Aug. 2007-March 2008

T&B Power Solutions was a $91mm company manufacturing uninterrupted power supplies and distribution equipment to the industrial and data center markets. This business supplied custom designed and assembled to order equipment while providing ongoing services and support post sale of equipment.

Hired to develop business turn-around in the supply chain as inventories were growing in excess of $1mm per month with multiple production shutdowns due to lack of proper materials. Post initial assessment the assignment was expanded to provide operations, quality and design engineering turn-around.

V.P. of Operations Aug. 2007-March 2008

Determined that lean manufacturing cells and KanBan system had fatal flaws creating inefficiencies and was limiting output to a fraction of committed sales. Working with associates we revamped the cell structures, stabilized scheduling process and worked to reduce complexity in procurement process.

oIncreased operating income of equipment sales group from historical 7-8% to 17.5% in five months.

oReduced past due orders from 90 to 267 days late to current in four months.

oReduced inventories 20% in three months with 100% conversion to working capital.

oImplemented multiple shift operation while lowering costs and headcount.

oRedesigned one large production cell to three modular lean cells increasing thru-put by 2X and reducing direct labor by . Impact was $963k per year.

oReduced direct labor run rate of 6.5% (Jan. 07-Sept. 07) to 4.2% in the equipment profit center. Annual value of labor reduction $1.3mm.

oImplemented flexible manufacturing capacity.

oImplemented manufacturing support team to supplement field service resources saving $200-250k per year in outside services.

Omega Polymer Technologies Inc. 1986-2007

OPTI was a $54m company providing thermoset and thermoplastic parts to Automotive, Door & Window, Air & Water Treatment, Consumer products, Medical, Refrigeration and Infrastructure Markets. Processes included pultrusion, compression & injection molding, extrusion, printing, painting, manual to multi-axis CNC types of fabrication and assembly. It was comprised of Omega Pultrusions, Carsonite International and Viking Plastics business units.

Responsible for oversight of materials functions of the three business units while concurrently being responsible for Operations and Profitability of largest and most profitable division. Upon completion of sale of business, I assumed responsibility of sales function during transition period.

V.P of Sales July 2006-March 2007

Completed Analysis of market pricing, market expectations, competitor pricing and understanding of how supplied products generated value to end user along with impact on customer’s cost structure. Created a strategic plan to increase margins by a combination of pricing programs or alternative product offering.

oGenerated $160,000 of price increases on $5mm of sales in 3 months.

oDesigned new proprietary hand rail system.

oSuccessfully negotiated three year $8.5mm per year contact with 8.5% price increase with largest customer after six years of price decreases.

V.P. of Materials (OPTI) & May 2004-Jan. 2007

V.P. Operations (Omega Pultrusions Incorporated)

Asked to assume operational responsibility for largest and most profitable division when earning expectations abruptly fell to unacceptable levels. Identified five key action items and rallied entire organization around these objectives.

oIncreased 2004 EBITDA run rate 350% in 7 months and maintained performance.

oReduced scrap & variances from a 5.1% run rate (high of 9.5%) to a 3.1% run rate in 60 days.

oReduced customer returns and allowances 83% in six months.

oReduced indirect labor spending rate 20% and maintained savings.

oInstalled lean cell that improved water treatment product family gross margin from -8.3% to +10.1% without capital spending.

oInstalled data based quality system (CPK, Root cause analysis, SPC, preventive maintenance by process capability).

oDesigned and installed new tank farm/mixing process at Carsonite facility generating 140% return on investment in first year.

oDesigned, developed and implemented three raw materials make versus buy systems that generated 6X return on capital in one year.

V.P. of Materials (Division & Corporate) Jan.2001-May 2004

2001 – 2003 implemented and realized $5.23mm of cost reductions at two divisions over a three years period.

Implemented Vendor conference bid process in 2002 that generated $250,000 in first year savings and $5mm of new programs for future implementation.

Materials Manager & Custom Shapes Business Plant Manager Jul. 2000 - Jan. 2001

Reduced labor cost 30% and scrap 20% in the Custom Shapes Business Unit by implementing two lean manufacturing cells and installing process and quality controls. Business unit realized 8 points of margin improvement in six months.

Materials Manager (Division & Corporate) Nov. 1986 - Dec. 1999

Owner\management team that privatized a $9mm and grew the company to $54m in sales with an $8.5m EBITDA (1993-1998). Business was sold to CIT financial in 1999.

Developed and Implemented Omega Pultrusions Order Fulfillment Process. Achieved 1 day lead time on 70% of our custom OEM parts.

oEnabled Omega division to become sole sourced at 90% of accounts.

Reduced the cost of Divisions and Corp. Medical, Property, Casualty and Liability insurance and benefits 10% over 7-year period, while increasing coverage and benefits levels.

Restructured Supplier base and procurement methods to reduce inventories 44%.

Education

Baldwin Wallace College, Bachelor of Business Administration, minor in history

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