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Manager Engineering

Location:
United States
Salary:
120000+
Posted:
November 30, 2017

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Thomas C. Nollie

**** ******* *****

Discovery Bay CA

ac3jlo@r.postjobfree.com

916-***-**** Cell

925-***-**** Office

Results producing executive & natural leader with hands-on experience in operations, production and P&L management … excellent communication, motivational, and decision-making skills … an accomplished professional with demonstrated ability to perform in a fast-paced competitive environment, maintaining quality control while meeting deadlines and budgets.

Demonstrated Areas of Expertise

Team Builder/Leader/Mentor

Operations Management

Engineering Management

P&L Responsibility

Sales/Marketing Management

Strategic View/Planning

International Business

Change Management

Financial/Budget Management

Professional Experience

Versa Engineering and Technology.

Principle Engineer

Directed the company to align with current vision for the company’s future.

Guided other executives along a main objective and increased business outside of the company.

Determined the size of the company and the business sector it represents.

Balance objectives internally and externally in order to strengthen and sustain the company.

Represent the company both externally and internally. Attend important events such as public meetings, international conferences, and public events.

Worked closely with the Chief Financial Officer (CFO) to handle the financially-related aspects of the company.

Working with the CFO to prepare the budget and analyze the risks involved before making any major purchase or investment and advise or report to the board as to the potential for return on the

Managed the home office which include engineering, personnel and Financial.

Led capital projects teams in the planning, design, and execution of major site projects.

Sponsored company governance team, diversity team, and team.

Mentored staff and others at the site in leadership, strategic outlook and self-development.

Managed company projects which included all building and infrastructure.

Restructured company organizational design to reduce cost while increasing service.

Managed, implemented, & helped engineered: new equipment design/installation; maintenance system; and the upgrade/improvement of existing equipment

Manage all levels of business dealing with cGMP Biotech manufacturing facility.

Led, developed, and implement company operational philosophy.

Managed company portfolio process which includes project capital and expense budgets

Genentech, Inc.

Director CCP2 Core Team (Sept 2013- Present) Held duel positions for 12 months

Director of Facility Services (Oct 2010- Jan 2014)

Sr Manager Utility Operation (Nov 2005-Oct 2010)

Managed Vacaville’s Facility Services organization which included EHS, Security, Maintenance, Utility operations, Engineering, and Reliability. This position also included maintaining all food service equipment, utilities, and services for the site.

Led capital projects teams in the planning, design, and execution of major site projects.

Sponsored site governance team, diversity team, and Global maintenance team.

Mentored staff and others at the site in leadership, strategic outlook and self-development.

Managed site real-estate projects which included all campus building and infrastructure.

Cut material costs by reducing maintenance intervals while increasing equipment reliability.

Restructured organizational design to reduce cost of maintenance by over $3 mllion in 2011 while increasing service.

Managed, implemented, & helped engineered: new equipment design/installation; maintenance system; and the upgrade/improvement of existing equipment

Manage all levels of maintenance, repairs, and conversion of utilities, manufacturing equipment, buildings, and grounds of a cGMP Biotech manufacturing facility.

Led, developed, and implement global maintenance and operational philosophy.

Managed site portfolio process which includes project capital and expense budgets.

Baoan International Investments

PRESIDENT (USA Industries) and COO (Baoan International Investments) ( 2004- 2005)

P&L and trading company responsibilities in both the US and China for full daily operations including sales, marketing, production, engineering, quality assurance, human resources, and research/development. Direct reports 10; indirect 120 Operational budget $50m.

Managed, engineered & implemented: new equipment design/installation; a planned maintenance system; and the upgrade/improvement of existing equipment

Established new production standards, increasing production more than 25%.

Created cost controls, cutting expenses 50%.

Implemented team building program and increased morale by using Total Quality Management techniques

HEICO - Chicago, IL

VICE PRESIDENT & GENERAL MANAGER (National Standard -Niles, MI 2001-2004)

VICE PRESIDENT & GENERAL MANAGER (Davis Wire - Hayward, CA 1999-2001)

P&L responsibility for full daily operations including sales, marketing, production, engineering, quality assurance, human resources, research/development and finance. Direct reports 25; indirect 525.

Increased production 75%, quality level from 82% to 97% and safety from worst to #2 within two years.

Reduced scrap and rework 50%, SG&A to 6.5% from a high of 14%and returns to less than 1% from high of 6%.

Avoided strike with United Steel worker and established positive relationship with union.

Renegotiated union contract with more favorable result for the company.

Coordinated the closure of three plants and the consolidation of all operations in to two plants.

Mentored staff so that 12 employees received college degrees, 3 APAIC certifications and 2 MBAs.

Converted the plant from QS 9000 to ISO 2000-9000.

Managed a $10 million plant conversion which increased plant output from 30k to 100k ton.

Cut material costs and variable spending by $5.8 million combined.

Established new production standards, increasing production more than 25%.

Managed, engineered & implemented: new equipment design/installation; a planned maintenance system; and the upgrade/improvement of existing equipment.

Received environmental awards from city by developing and implementing new control systems.

Developed a planning department that implemented an MRP system.

Reduced accident rate 50% with improved safety and environmental programs.

Enhanced the plant’s condition (to the safety rating established by the insurance company) and its cleanliness.

Improved on time delivery from 67% to 99% in the first year.

California Feather and Down – Southgate, CA

GENERAL MANAGER (Newport News, VA 1998-1999)

Directed management of facilities, fiscal operations, human resources, HAZMAT, safety and personal. Direct reports 6; indirect 100. Operational budget $15m.

Rebuilt management team, streamlining the business and increasing output 75%

Created cost controls, cutting expenses 50%.

Successfully achieved 100% on time delivery.

Sealy Mattress Corp – Cleveland, OH

VICE PRESIDENT (Sealy Components Group, Colorado Springs, CO 1997-1998)

PLANT MANAGER (Sealy Components Group, Colorado Springs, CO 1995-1997)

ASSISTANT PLANT MANAGER (Sealy Components Group, Colorado Springs, CO 1995)

Responsible for manufacturing, distribution and sales of component parts domestically and internationally. Direct reports 5; indirect 535. Operational budget $45m.

Spearheaded change over of IT system, implementing BAAN ERP/MRP.

Directed a 25% increase in production output, during a critical growth period.

Implemented team building program and increased morale by using Total Quality Management techniques.

Awarded corporate certification for manufacturing 1996 (1st time ever for plant) and plant of year 1997.

Led quality program, increasing first year quality from 66% to 93% and to 96% in second year.

Met planned budget in 1996 (1st time in 12 year history) and was 10% under budget 1997.

United States NAVY

May 1992-June 1995 COMMANDING Officer

Managed a 100acre ship repair facility with over 4000 personnel, a $1billon annual budget, and equipment totaling over $8 billion.

Responsible for all intermediate level repairs in Pearl Harbor region on naval surface ships.

Responsible for the operation and management of over 100 availibilities which included technical, fiscal and administrative functions.

Helped to develop and implement regional maintenance philosophy in Pearl Harbor.

Directly supervised 4000 military and civilian personnel in the operation of a multi-faceted repair organization.

Managed training, administrative, safety, environmental, human resource, and security programs.

The repair facility conducted repairs, (structural, electrical, electronic, mechanical, and services), with 62 shops and maintained over $50 million of material inventory for ship repair and supply support.

May 1989-May 1992 Business Manager

Business Manager at the US Naval Ship Repair Facility, Subic Bay, Philippines.

Supervised 400 personnel in the business management and design engineering departments for a 4200 man shipyard.

Responsible for the planning of over 300 ship availability’s which included overhauls, short-fused availability’s, emergency repair, collision damage, reactivation of US ships for foreign nations, and Desert Storm support.

Responsible for cost controls, ship maintenance budgets, work acceptance, work package development, ADP integration and development, and customer interface for all ship projects at the yard.

Responsible for all engineering support, trouble shooting, testing integrated logistic support, technical drawing preparation, and field support.

Helped develop and implement Total Quality Management philosophy for the shipyard.

Maintained the US Navy’s Western Pacific restricted/technical availability repair budget of over $1billion per year.

Aug 1987-May 1989 Repair Officer

Responsible for supervising a staff of 20 engineers in the operation and contract administration of all repair work conducted at Bath Iron Works.

The contracts exceeded $600 million for 7 US naval ships, including the first AEGIS PSA, battle damage to USS Roberts, and four-steam ship overhauls.

Aug 1986-Aug1987 AEGIS Project Office

Assistant to the Project Officer for the new construction of the first AEGIS Class Cruiser at Supervisor of Shipbuilding, Bath, Maine.

Responsible for monitoring and establishing procedures utilized during trials and planning the Post Shakedown Availability (PSA).

Central point of contact for all cruiser trail items and Quality Assurance Programs. Liaison with shipyard contract engineers.

Oct 1982-Aug 1986 Design Engineer

Chief Design Engineer for a 2500-man shipyard located in Yokosuka, Japan.

Responsible for the design and engineering of ship repair and conversion in the Western Pacific for the US Navy.

Duties included testing, waterfront engineering services, integrated logistic support, technical drawings, maintaining tech library and plan files, and engineering support in electrical, mechanical, and structural disciplines.

Maintained two government contracts with private firms for additional engineering support. Both contracts exceeded $10 million in annual work.

Jun 1980-Aug-1982 Graduate School- Naval Postgraduate School

Jun 1975-Jun 1980 Junior Officer in the US Navy- Duties included Division Officer tour on USS Robison (DDG-12) as Navigator and engineering duties; Computer Specialist at Naval Military Personnel Command, Washington DC; and recruiting new officer candidates for the US Naval Academy.

EDUCATION:

United States Naval Academy, Annapolis, Maryland (1975)

B.S. Math and B.S. Nuclear Engineering

US Naval Postgraduate School Monterey CA (1982)

M.S. Mechanical Engineering



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