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Management Professional

Indianapolis, Indiana, United States
April 14, 2018

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Shelly Beasley


Strategic Planning Operations & Production Management Procurement

Accomplished Manager with domestic experience in operations, P&L oversight, order fulfillment and product distribution, and services marketing involving both start-up locations and acquisitions. Results-oriented, decisive leader with proven success in process optimization, cost reduction, and strategic initiatives for multi-million dollar manufacturing and metal processing organizations. Track record of reducing inventory spend while increasing sales and service offerings and growing bottom line profitability while spearheading operational improvements driving productivity and reducing costs. Excel in dynamic, demanding environments while remaining pragmatic and focused.


Visionary Leadership Organizational Restructuring Risk Management

High-stake Negotiations Inventory Management Strategic Business Planning

Project Management Corporate Communications Budget / Sales Forecasting


INT METALS PROCESSING, Indianapolis, Indiana

Director Business Operations, 2014 - 2016

Provide leadership for $8 million metal processing services; industry provider to automotive, appliance and construction markets.

Lead operations and strategic direction with full responsibility for bottom-line factors including product management, expenditures, and distribution. Provide cross-functional management; direct one Manager, one Supervisor and general oversight of Controller, HR, Customer Service and 30 employees. Provide oversight for equipment upgrades and installation, and special projects. Redefine organizational structure; oversee major pricing decisions and perform monthly evaluations of company results.

Key Achievements:

Propelled throughput per employee by developing and displaying production measurement and accountability metrics.

Condensed inventory carrying costs by 18% through creation and monitoring of inventory systems.

Optimized inventory and expense spend by over 30% through vendor consolidation, contract renegotiation.

Mobilized strategic headcount reduction of 22% through accountability.

Prompted 11% reduction in Customer Service team through initiated IT enhancements providing improved customer-facing services.

Cut costs by identifying and summarily closing subsidiary losing money annually.

PRECOAT METALS, St. Louis, Missouri

Director Procurement, 2011 - 2013

Provide senior management leadership for procurement at $560 million metal coil coater servicing the automotive, appliance and construction industries in the US, Mexico and Canada.

Piloted regional integration of best purchasing practices post-acquisition for more than $300 million annual spend. Negotiate major contracts to optimize serving the US, Mexico and Canada.

Key Achievements:

Transformed inventory spend through integration of best practices between Precoat and acquired company.

Drove long-term savings over multiple locations through new vendor involvement.

Accomplished purchasing needs of 13 locations to support corporate objectives.

Succeeded in adherence to ISO/TSO strictures year over year.

Increased Customer satisfaction.

Shelly Beasley Page 2

ROLL COATER, INC., Indianapolis, Indiana

Sr. Director Business Operations, 1996 - 2011

Provide senior management leadership for inside sales and service, production, operations, and procurement for $280 million metal coil coater servicing the automotive, appliance and construction industries in the US, Mexico and Canada.

Guide operations and strategic direction with full responsibility for bottom-line factors of on-time performance, inventory and expenditures. Direct four Managers, two Supervisors and general oversight of 180 employees. Direct production scheduling timing and efficiencies, oversaw major and daily purchasing, measure customer satisfaction, and audit and restructure processes for areas of responsibility. Deliver numerous projects as assigned, within budget and on time.

Key Achievements:

Uplifted P&L performance over 18% through improvements to production scheduling efficiencies at 5 plants/13 lines.

Exceeded budgeted inventory spend year over year through cost improvements, contract renegotiations and reduction in obsolescence.

Reduced IT expenses through strategic equipment acquisition, project priorities and timeline accountabilities for project completion.

Spurred 6% headcount reduction by executing employee performance reviews, counseling and/or disciplinary actions.

Mobilized centralization of Customer Service from four to one location, slashing headcount by 22%.

Negotiated 13% annual cost reduction in multi-year property lease

Piloted design and execution of office layout in new 26,000 sq. ft. administrative facility and manufacturing plants

Prompted additional 5% reduction in headcount in Customer Service through improvements to Customer access while leading the IT committee

Drove sales growth by 12% through increasing Customer process and information offerings, and creation of Customer real-time portal.

Galvanized redundancy in each areas of responsibility through cross-training and team establishments.

Drove EBITDA growth over $1 million annually through expense analysis and initiation of strategic capital purchases.

Six Sigma Green Belt

ISO/TS Internal Auditor


3 years toward Bachelor of Science, Business Management

University of Cincinnati, Cincinnati, Ohio

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