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Manager Sales

Location:
Wake Forest, North Carolina, 27587, United States
Salary:
165000
Posted:
February 08, 2018

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PATRICK E. KEALEY

Wake Forest, NC ***** 562-***-**** ac4ef2@r.postjobfree.com www.linkedin.com/in/patrick-kealey SENIOR BUSINESS & OPERATIONS EXECUTIVE

Transformational Operational Excellence Business Integration & Divestiture Leadership Sales & Margin Growth Resourceful, team-oriented change agent with demonstrated success directing engineering, manufacturing, business development, supply chain, and finance operations for global organizations generating up to $320M annually. Track record of spearheading transformational organizational restructuring and operational excellence initiatives that propel on-time delivery, quality, revenue/EBITDA, gross margin, and customer satisfaction while driving down operating costs. Excel in successfully positioning organizations for sale by enhancing business diversification, market viability, sales pipeline development, and operational excellence. Proven strengths in assessing/building high-performing senior leadership teams and leading complex business integration and divestiture initiatives. Areas of Expertise

P&L Management M&A Due Diligence Lean Transformation Business Development Organizational Restructuring Leadership Development Sales, Margin & EBITDA Growth Production Planning/Scheduling Program Management Manpower Resource Optimization Strategic Business Planning Cost Control Product Pricing Contract Negotiation Process/Controls Improvement Strategic Partnership/Channel Management Customer Relationship Management PROFESSIONAL EXPERIENCE

UNITED TECHNOLOGIES CORPORATION 2016 to 2017

General Manager, FPS KIDDE, SENSORS AND INTEGRATED SYSTEMS (SIS), Wilson, NC Recruited back to UTC to address critical on-time delivery failures, cultivate new senior leadership team, and propel business growth for company with a $320M+ P&L; 5 sites in the U.S., Europe, and Australia; and 1,000 employees supporting global commercial and military aerospace, military ground vehicle, and commercial bus market sectors. Reported to President of SIS.

Propelled on-time delivery from 56% to 93%, reduced past-due sales from $14M down to $2.5M, and decreased net inventory by $10M by addressing core issues/obstacles, strengthening leadership team, and driving accountability.

Cut past-due accounts receivable from 36% of total receivables to 15% via account review/reconciliation and implementation of robust order management processes aligned with new MRP system.

Designed/initiated lean transformation and restructuring initiatives to achieve standard factory objectives. PRECISION TUBE BENDING, Santa Fe Springs, CA 2014 to 2016 President

Positioned company for sale, leading the development and implementation of operational and business development processes for operation with P&L of $17M+, greater than 15% EBITDA, and 100 employees. Established sales pipeline demonstrating market viability. Reported to CEO and Board of Directors.

Spearheaded development and rollout of plan to double revenue over 4 years grew revenue more than 25% and bookings more than 35% within 6 months of implementation:

- Diversified business, expanding market from the U.S. aerospace market to include the energy sector and international opportunities; negotiated 2 long-term contracts accounting for 30% of annual revenues.

- Rebuilt relationships with key customers, instituted metrics/accountability, and improved on-time delivery.

Evaluated senior management to assess whether company possessed bench strength needed to achieve rapid growth.

Integrated lean practices into production operations and improved gross margins across all product lines. UNITED TECHNOLOGIES CORPORATION / MILTON ROY, LLC, Ivyland, PA 2012 to 2013 VICE PRESIDENT & GENERAL MANAGER

Oversaw company with a P&L of $240M+, 600+ employees, production operations in the U.S. and U.K., and additional sales/engineering offices in Spain, France, Singapore, and Malaysia. Instrumental in preparing company for sale, identifying buyer, and post-sales divestiture, retaining role following sale to private equity. Reported to President, Milton Roy.

Key member of executive team that met with prospective buyers; presented company on Wall Street to strategic and private equity suitors; contributed to Information Memorandum compilation in preparation for sale/divestiture.

Led timely separation of shared services from UTC, including systems, website, payroll, HR, and banking/treasury. PATRICK E. KEALEY 562-***-****

Grew YOY revenue and EBITDA percentages at all sites, delivered on investment plans focused on short-term ROI and cash flow, and supported due diligence effort.

Integral member of team that completed market segment study informing investment strategy plan delivered to new board of directors, collaborating with Bain & Company and Price Waterhouse Coopers. UNITED TECHNOLOGIES CORPORATION / MILTON ROY, LLC 2005 to 2011 General Manager, HASKEL INTERNATIONAL, Burbank, CA Spearheaded integration of newly acquired oil and gas company with 6 sites across the U.S., Europe, and Australia, 225 employees, and a $100M+ P&L. Developed growth strategy encompassing organic and acquisition-based business expansion. Played an integral role in due diligence process for potential acquisitions. Reported to VP/GM, Milton Roy LLC.

Designed and implemented organizational restructuring that reduced costs 35%, decreased facility square footage 46%, and outsourced 40,000 machine component labor hours.

Transitioned financial system into UTC policies/procedures, resulting in a “pass” internal financial audit rating.

Outperformed capital acquisition request by year two, growing market share and gross margin percentage while absorbing corporate charges.

Implemented corporate continuous improvement initiative, attaining Qualifying, Bronze, and Silver levels with plans for achieving Gold level in record time.

Developed/launched world-class environment, health and safety program in less than two years, achieved 4+ years of continuous zero lost time, and successfully passed Cal-OSHA assessment for VPP (Voluntary Protection Program). General Manager, HAMILTON SUNDSTRAND, SPACE, LAND & SEA, Long Beach, CA 2002 to 2005 Led integration and ongoing business/operational oversight of a recent acquisition formerly Keystone Engineering Company acquired in 2000 into the United Technologies organization. Managed a site P&L of $15M and directed an organization of 70 employees. Reported to VP/GM, Space Land and Sea.

Spearheaded organizational restructuring of acquired company, delivering a 46% decrease in headcount and 30% reduction in square footage while maintaining sales level.

Maintained high customer satisfaction level via outstanding quality and on-time delivery performance attained Gold Level supplier status for Boeing’s Huntington Beach site.

Advanced ACE continuous improvement program two levels via training, 5S, process controls, and accountability.

Initiated a Capability Maturity Model integration program to ensure fulfillment of commitments while optimizing resource utilization and profit; implemented JD Edwards and a world-class environment, health and safety program. PANKL AEROSPACE SYSTEMS – Cerritos, CA 2000 to 2001 Chief Operating Officer / Vice President, Business Development Oversaw sales, production, engineering, quality control, facilities, capital investment, and environmental health and safety operations. Directed an operations staff of 62 and 4-member business development team. Reported to CEO.

Delivered a 35% reduction in lead times and increased capacity to produce more product for a major customer.

Saved 9% in material costs via supplier negotiations and procurement contract terms improvement. Career Foundation: Progressed through early roles as Manufacturing/Process Engineer, Program Manager, and International Program Manager with SIKORSKY AIRCRAFT (UTC); led process/product design improvements, cut $6M from existing supply chain, and developed manufacturing partnerships with China, Taiwan, Spain, Israel, Malaysia, and Australia. Advanced to Director, Manufacturing Engineering with KAMAN AEROSPACE. Managed a 100-employee department and $17M budget. EDUCATION, TRAINING & AFFILIATION

Master of Science in Management Engineering – UNIVERSITY OF BRIDGEPORT, Bridgeport, CT Bachelor of Science in Mechanical Engineering – UNIVERSITY OF CONNECTICUT, Storrs, CT Certificate of Management Executive Program – UNIVERSITY OF VIRGINA, Darden School of Business Additional Training: UTC Executive Leadership Achieving Competitive Excellence & Value Stream Mapping Supply Chain Management Kaizen Agile SPC Lean Value Engineering Federal Govt Contracting/Negotiation EIT Affiliation: Scout Leader & Fundraiser, BOY SCOUTS OF AMERICA (2000 to 2011)



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