Kenneth L. Ciarletta

**** ********* **** 912-***-****

Blackshear, Georgia 31516 ac2sb3@r.postjobfree.com

PROFESSIONAL SUMMARY

Results-driven Management Executive with multi-faceted manufacturing, sales, and distribution experience. Strong general management qualifications in strategic planning, sales, manufacturing, production scheduling: and control, inventory and materials management, project development, warehousing, distribution, budgeting/finance, human resources and capital improvement Fully computer literate, including all Windows, mainframe, and proprietary applications. Ability to quickly and easily learn and use new software and hardware. Exceptional leadership and communication skills and an extensive background in the following board –based competencies:

QMS/ ISO 9002

Lean Implementation

Demand Supply Management

Operations Management

Staff Management

Problem Resolution

HSE Management

Procedural Implementation

Client Satisfaction

Demonstrated ability to streamline operations to increase productivity and company profit.

Skilled in the development of procedural changes and process improvements, reducing operational costs while enhancing results.

Excellent qualifications in strategic planning with comprehensive knowledge of management, organizational development, team building and project execution.

Strong international business development experience in the EU, Asia Pacific, and South & Latin America

PROFESSIONAL EXPERIENCE

Enova Energy Group 2013 present

Chief Operating Officer

Managed and developed the operational business for the renewable energy company Enova Energy Group. Managed and directed the facility operations, sales, engineering/ maintenance, development, construction, and fiber procurement for the Enova group. Assets include wood pellet manufacturing sites and an additional sites in gated review for construction. Involved in M&A and the investment community to help to continue help grow current business model. Developed staff that created all HR, Sustainability, Accounting, Manufacturing, Capital Budgets, and Procurement. Interacted with the board on a monthly basis.

RWE – Georgia Biomass / $200 million revenue 2009 -2013

General Manager / Director Commercial Operations NA; $130 million budget

Managed and lead development of German utility RWE’s Waycross Pellet Facility considered the largest facility of its kind in the world. Lead the development of operational policies and procedures of this Greenfield startup. Accountable for all business functions of this international business from fiber procurement to product off take to a customer base in EU. Project was operational within fourteen months and commissioned in the first five months to nameplate capacity. Within three years of the development to operation Georgia Biomass is nominated for Georgia’s prestigious. Manufacturer of the Year among all industries in the Georgia. Member of the corporate compensation board.

Developed operational and maintenance standards that drove reliability metrics to industry leader

Recognized as within top 10% of all East coast procurers of low cost fiber west of MS.

Developed additional $30 million in new offtake contracts creating long term value

Improved pellet quality to the top 3% producer in the world gaining $3.2 million in additional revenue.

Bluelinx – Atlanta, Georgia 2005 - 2009

Regional General Manager

Managed BlueLinx Southern Region responsible for 31 Full Mix Distribution and Manufacturing Facilities from Virginia to Florida to New Mexico; accounting for $ 1 billion in sales. Maintained excellent relations with customer base; while leading a strategic shift in products offerings accounting for a 6% shift to channels that are more profitable. Championed the Corporate HSE effort managing facilities toward 100% OSHA VPP participation; 50% of facilities of VPP STAR Level status.

Utilizing Lean, Kan Ban, and 5S technique and Process reengineering lead to a 30% improvement in productivity across the region generating additional $2.75 million savings. .

Directed Warehouse Productivity Improvement teams across the company stimulating the region Continuous Improvement initiative, leading to a culture shift.

Reduced delivery cost by 12% year over year. While increasing Customer Service metrics

Managed over $ 1.5 million in cost reduction projects year over year.

Drove a 3% decrease in workplace injuries by development of a Behavioral Based Safety program

Drove a Deconsolidation Warehouse effort to drive efficiencies of the purchase of import container products allowing a lower cost position while improving operational cost.

Lead Division Supply Chain teams to CTPAT and FSC certifications ahead of deployment schedules shortening the overall cycle.

Streamlined and improved the Slow and Dead Inventory process to allow for a $15 million reduction in inventory positions

Developed productivity metrics and standards to enable a reduction in order TAKT time leading to a Big Box Retail chain shifting there home delivery business model to a BlueLinx solution.

Utilized TOC models to help de bottleneck facilities ensuring a new ERP system rollout to have a higher level of scheduling success enabling a seamless transition.

Managed a fleet of over 350 over the road trucks the fifth largest private fleet in U.S.

Weyerhaeuser – Elk Grove, California 2004-2005 Region General Manager

235 Employees/$72million Budget

Responsible for the Northern California Containerboard and Packaging Group to direct the manufacturing, sales and marketing, customer service, logistics, and engineering maintenance functions of this 300-employee facility.

Reengineered the Customer Service, Logistics, and Manufacturing groups to improve service to customer base leading to a 9% improvement to on time delivery metrics.

Negotiated transportation contracts to major customer base that lead to restructured pricing; resulting in 6% increase in sales to this consumer product giant.

Facilitated an employee and management team to identify gaps and gather synergies in people systems. Administered action plans for improvement that established positive climate survey results.

Weyerhaeuser – Colbert, GA 1998-2004

Plant Manager

305 Employees/ $56 million Budget

Chosen by this division of Weyerhaeuser Corporation, a global leader in engineered lumber, to direct and oversee a parallel lumber facility. Responsibilities include operational review, employee safety, equipment maintenance oversight, inventory control and raw material management.

Increased production by 12% performing analysis of retooling practices that enhanced run time while decreasing change over time.

Lowered 80% turnover rate to 8% by developing groundbreaking hiring process, diminishing associate hire cost from $6,500 to $2,300 per employee.

Successfully analyzed employee safety, developing behavior-based program that resolved causes of problems and lowered RIR rate by 60%.

Achieved 38% RONA by implementing various production and quality enhancements.

Improved product cost by 27% in 2001 by implementing process improvements that increased operational efficiency and reduced costs over runs on projects.

Slashed material costs by 23%, blending high and low-cost materials to develop new material grade that met industry specifications.

Boosted production levels 20% over 2001 levels using superior maintenance oversight, improvement identification, performance metric analysis and quality control.

Demonstrated exceptional operational management by developing and implementing process reliability program that allowed facility to achieve a 96% asset integrity level, the highest in the company.

Georgia Pacific 1982-1999,

Plant Manager, South Region

1400 Employees / $140 Million Budget

Promoted to positions of increasing responsibility to manage plant operations while overseeing procurement, safety, equipment maintenance and sales. Spearheaded capital improvements of $12.5 million while directing 35-member staff.

Communicated proactively with unionized forces, reducing grievances by 50% while enhancing productivity and developing team-focused environment.

Enhanced raw material utilization and improved product mix to gain additional market penetration; efforts grew specialty sales by 28%, increased revenue by 40% in 87 levels and eventually improved productivity by 70%.

Spearheaded company AC sanded program, growing sales 6% system wide and establishing the facility as largest producer in U.S.

EDUCATION

Bachelor of Science in Education, University of Arkansas,

Advanced Manufacturing Program, University of Virginia, Darden School, Charlottesville, VA,

Advanced Negotiation Program, Stanford University, Palo Alto, CA 2002

Lean Six Sigma Certified – Master Black Belt

Certified facilitator in RCA structured problem solving

Board of Directors of Mississippi Forest Products Lab -19 years

Board of Trustees of Southern Forest World

Board of Directors Forest Resource Association

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