Management Sales

Douglas L. Mullen II

**** ****** **. ******, **** 43102 740-***-**** ac3nv5@r.postjobfree.com Linkedin

DIRECTOR OF OPERATIONS

Award-winning operations management professional, AWS-certified Associate Welding Inspector, and ISO 9001 Auditor, with proven track record of obtaining and maintaining required M1003 and M1002 railroad certifications used to operate railroad repair facility for general freight and tank cars. Offers training & development, safety/compliance and Total Quality Management (TQM) expertise, complemented by quality assurance, equipment standardization, and production improvement strengths demonstrated over career spanning two decades of experience. Background includes boosting company cash flow by streamlining billing and accounts receivable processes, increasing employee retention by 10%, opening St. Louis mobile rail and fixed car repair facility, and reducing inventory losses by 70%. Results consist of earning several “Star Awards” for exceptional performances, which encompass producing $4 million in additional group income – by negotiating exclusive service contract with Valero and Wells Fargo – and restoring profitability to facility, culminating in 23% net monthly profit.

CORE COMPETENCIES

Operations Management

Compliance & Auditing

Program Development

Financial Statements

Quality Control

Management

Disaster Recovery

Sales Presentations

P&L Responsibility

Inventory Management

Project Management

Expense Control

Contract Review

Communications

Productivity Improvement

Major Account/National Sales

Start-Up/Turnaround

Strategic Planning

Training & Development

Technical Troubleshooting

Policies / Procedure Development

Performance Evaluations

Recruiting/Staffing

Needs Assessment

CAREER SUCCESS

HOLLAND LP, CRETE, ILLINOIS (NOVEMBER 2011 – PRESENT)

Founded in 1935, firm is market leader in rail welding, production, track measuring and geometry, and installation of turnkey rail switching yards, with operations primarily in U.S., Canada, and Mexico supported by 1,500 employees and $750 million in annual revenues.

OPERATIONS MANAGER

Direct three different operating groups within mechanical division, overseeing car flow facility, managing railcar load preparation function across Indiana, Illinois, and Ohio sites – supervising several mobile crews – and coordinating operations of fixed and mobile rail car repair facility. Service #1 company customer – CSX – as well as portfolio of customers consisting of ADM, CSX Railroad, Norfolk and Southern Railroad, Canadian National Railroad, Canadian Pacific Railroad, BNSF Railroad, Cargill, Bungee North America, Trinity industries, Wells Fargo Rail, Valero and BP Sunoco. Head railcar cleaning operation, ensuring that all FRA and AAR, and USDA standards are consistently met or exceeded.

Accountable for P&L and budgets of all three operating groups under authority – as well as five Supervisors, 10 Leads and 15 employees – transformed operations of outdated facilities with aging equipment – requiring numerous unscheduled repairs – and overcame challenges associated with employees resistant to change.

Prepare annual budget and operations strategy, contributing to monthly financial reviews, overseeing expenditures and submitting capital requests for facility improvements and equipment. Recruit, hire and discipline staff, conducting performance evaluations using core set of Key Performance Indicators (KPIs), coaching personnel on best practices. Daily duties encompass verifying conformance with operating plans and budgets, maintaining equipment, interacting with customers, and engaging in variety of quality, safety, hazmat and environmental compliance activities.

Generated $4 million in additional group income, by negotiating exclusive major service contract with Valero and Wells Fargo. Ensured contract included improved overtime and holiday pay rates, and payments for dwell time and additional travel time beyond company control.

Formulated new profit center, which grew gross revenues by $2 million at 40 point profit. Posted results averaging 30% annual profits – as documented by year-end numbers for existing facilities – improving two profit centers by 15%, and transforming another operating at 20% loss to generating profit as high as 25%.

Restored profitability to facility – generating 23% month-to-month profit – after re-negotiating CSX cleaning contract, inserting major key provision which transferred cost of residual material disposal to CSX vendor.

Cut inventory losses by 70%, by introducing industry standard parts numbering system and implementing use of express yard billing system. Actions reduced use of multiple part numbers for same parts by 50% – facilitating consolidation and use of inventory from multiple locations – lowering inventory loss by 60% during quarterly cycle counts.

Reduced operating budget by 15% annually, by replacing dilapidated equipment with new, standardized machines and updating aging facilities, which eliminated non-scheduled downtimes, major breakdowns and emergency repairs. Actions eliminated necessity of renting expensive equipment – during major repairs of existing units – for first time, enabling facilities to schedule and budget routine maintenance within course of existing workflow, also allowing use of existing assets to back-up other crews or locations.

Boosted employee retention rate by 10% – while streamlining operations and reducing costs associated with use of temporary employees – by implementing formal employee training and new employee onboarding program.

Originated and opened mobile rail and fixed car repair facility in St. Louis, obtaining all required certifications and equipment. Oversee and prepare budgets, monitoring daily facility production, compliance and billing activities, supporting sales team on sales calls, leading or participating in daily briefings, and supporting department conference calls.

Significantly increased corporate cash flow, by streamlining billing, accounts receivable and accounts payable processes. Helped resolve another major company issue, by pointing out lack of M1003 certified sites – qualifying three sites to standard, in order to comply with federal mandates.

At request of Human Resource (HR) Director, wrote new company policy involving proper use of track protection and associated federal rule. Collaborated with HR to defend and save job of employee within another division in danger of being fired by division Director, due to management being unaware of federal rule and guidelines. Efforts included implementation of policy company-wide, restoring firm to compliance with FRA and AAR regulations.

Substantially enhanced facility production, by identifying root cause of key issue, which had major impact upon monthly company financials. Involved major challenge associated with receiving, installing and billing of parts used to repair machinery, prior to parts being entered into inventory. Resolved scenario – involving costly write-off of missing inventory used in repairs – by instituting new express yard billing and inventory management tools.

Improved operational productivity while expanding service offerings to wider customer base – dramatically improving corporate bottom line – by devising and executing series of strategic plans (spanning three-year period), with help of accounting, quality and safety departments.

Conducted mobile rail and fixed car repair facility site audits and evaluations. Visited crews at customer locations, investigating reported incidences, and serving as Communications Liaison between on-site employees and corporate team. Additionally, performed variety of safety, reporting, training, and reinforcement functions.

NORFOLK SOUTHERN CORPORATION, COLUMBUS, OHIO (MARCH 2006 – NOVEMBER 2011)

Major U.S railroad operating 21,500 route miles – mainly across 22 eastern states and District of Columbia.

CARMAN, MECHANICAL DEPARTMENT

Accountable for oversight of work of up to seven subordinates, began each day by leading safety briefing and related exercises. Ensured safe operation of railcars on U.S. rail system by inspecting and repairing defects of rail cars – using mechanical torch cutting and welding skills – in accordance with FRA and AAR rules and regulations.

Consistently received superior performance reviews and accolades from both customers and management. Earned numerous “Star Awards” for exceptional service, helping employer receive “Harriman Award” over 35 consecutive years, for being safest ‘class one’ railroad in United States.

Promoted to Gang Lead position – during which time oversaw shift production quality and safety – processing job orders and assigning employees to specific tracks and repairs.

Served in on-call capacity during emergency events – such as derailments – personally responding to calls involving major repairs for stalled trains.

Frequently assigned to field work, travelled to rail site with service truck to repair trains broken down on rail, getting train moving again by finishing repairs and restoring operation of engine unit.

Utilized various types of non-destructive testing techniques to verify defects following completion of inspections an repairs. Documented findings, tests performed and repairs completed in computer for billing purposes.

EARLY CAREER

Operator, Mullen Collision, Amanda, Ohio (1997 – 2006)

TRAINING & PROFESSIONAL DEVELOPMENT

Norfolk & Southern Railcar Repair Training Apprenticeship and Journeyman License

Illinois Business University, McDonough, GA

Management Development Total Quality Management Development of Field Managers and Technicians Financial Review

Developing High Performance Teams Leadership Courses I, II, & III Corporate Strategic Planning and Implementation

Root Cause and Analysis (RCA) Internal Quality Auditing

Certified Welder (SMAW, GMAW, FCAW)

Hobart School of Welding

Certified Associate Welding Inspector (CAWI)

American Welding Society

Class B Commercial Driver’s License

OSHA 10 HAZ-Wopper Confined Space Entry & Rescue

COMPUTER SKILLS

Lotus Notes PowerPoint Excel Word

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