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Sales Manager

Location:
Hinckley, Ohio, 44233, United States
Posted:
February 14, 2018

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Jeffrey Sawicki TURNING OPPORTUNITIES INTO PROFIT THROUGH VISION & TEAMBUILDING

Hinckley, Ohio 44233 * C 440-***-**** * ac4gy2@r.postjobfree.com

Operations Sales & Marketing Executive delivering:

Increased revenues & streamlined operations with increased efficiencies

Decisive leadership at the Board level through root cause problem solving, team development and communication

Expertise in lean operations, systems management and world class manufacturing excellence for the aerospace, petrochemical, distribution, power generation & transportation industries, military and government.

CHIEF OPERATING OFFICER 2013 to present

IMS Company – a distribution supplier to the global plastic and manufacturing industries

Well established company needed COO to restructure sales team, drive sales growth, develop & implement strategic and marketing plans, & improve profitability.

Repositioned company and reestablished market share while increasing revenue over 14% the first two years. Selling Brand & Value of the company’s products to the world.

Overhauled Website to improve sales by over 22% per year.

Responsible for P&L and strategic planning for the company.

Improved marketing vision and branding for the company and improved on-line sales by over 12% per year.

Identified and integrated an acquisition company adding over $1M in sales and profit margin to the company in the first year.

Rewrote the company handbook and overhauled the compensation system to motivate every department in the company.

Directed the implementation of a new CRM system saving over $25K per year.

Improved International sales by over 12% and added several new distributors in Mexico.

PRESIDENT & CEO 2011 to 2013

D&E Machining – a manufacturing supplier to the aerospace, military, mining & transportation industries

Newly acquired company in PA needed President & CEO for succession planning to drive sales growth, develop & implement strategic plan, streamline operations, hire & rebuild entire staff, improve profitability & enhance cash flow.

Reorganized company, rebuilt every senior staff position while increasing revenue 43%.

Entire P&L and strategic planning responsibilities for company including brand.

Improved quality and on-time delivery performance to over 98%.

Identified and performed due diligence on potential acquisition candidates.

Created and implemented drastically improved employee policies, procedures and benefits to create a focused team.

DIRECTOR OF OPERATIONS – PLANT MANAGER 2007 to 2011

Precision Gear Company – a manufacturing supplier of gears to the aerospace, mining, medical & power tool industries (A Division of Rexnord)

Gear manufacturer needed operational and efficiency overhaul to improve throughput and modernize facility. Customer on-time was less than 70% and lead times were 50 weeks or more. Business was being lost to competitors and employee turnover was high.

Directed all manufacturing operations and P&L budgets for this $25M company.

Reorganized plant layout to improve efficiencies and reduce lead times to less than 20 weeks.

Reduced employee turnover by more than 50%.

Personally assumed responsibility for largest customer to plan all production orders, purchases and operations to improve on-time to over 98% within one year.

Because of these improvements, a competitive advantage over potential competitors prevented any lost business & improved sales by $3M per year.

PRESIDENT & CEO 2001 to 2007

Icon Management Systems – a representative for the marine, military, shipyard & DOD customers

Start-up company needed President & CEO to develop & implement strategic plan, drive sales growth & hire staff. Company initially provided quality certification services that produced less than $400K per year and the board was considering folding company.

Negotiated representative agreements with several manufacturers to sell products to marine, military, shipyard and the Department of Defense.

Increased sales to over $4M per year with only three employees.

Increased margins to more than 70% yearly for record profits.

Presided over Board meetings and reported all metrics of operations.

AFTERMARKET PRODUCTS SALES MANAGER 2000 to 2001

AeroControlex Company, a Division of Transdigm Industries – a manufacturer of pumps, valves & mechanical controls for the aerospace industry

Company looking for driven and focused executive to improve margins and operations for this $60M per year division. Reorganized inside sales and production control to prevent lost sales and improve efficiencies. A sales program was needed to direct assets to the highest profitable markets and customers.

Established sales objectives, strategies, forecasts & national programs with a value-based approach to the after-market sales team which increased margins on $60M of sales.

Drove restructuring by hiring and training inside & outside sales staff to work with manufacturing to deliver on-time products to the customer.

SALES MANAGER / PLANT MANAGER / PROCUREMENT & HUMAN RESOURCES MANAGER 1993 to 2000

Clark-Reliance Corporation – a manufacturer of indication, controls, separation & filtration for the petrochemical, refining & power generation industries

Held various positions of increasing responsibility from Plant Manager, Procurement Director, Human Resources Director, and Sales Manager to improve each department within the company. Reorganized departments to drastically improve sales and margins.

Improved sales from $19M to over $30M per year with all P&L responsibilities

Streamlined order process flow to drastically improve sales process & reduce lead times

Negotiated long term sales agreements with customers & sales representatives

Decertified a union workforce (IAM) through trust & team building with employees

Managed over 125 employees in three facilities in the US & Canada

Consolidated & moved two operations in the US without affecting customer deliveries

Improved on-time delivery to over 98%

Reduced workers compensation premiums by over 40%

Created & implemented a new employee handbook for all employees

Implemented ISO9001 Quality Certification

Negotiated capital equipment purchases of over $20M

Double sourced major suppliers including foreign and reduced material costs by 40%

MANAGEMENT CONSULTANT 1990 to 1993

Deloitte & Touche – the world’s largest management consulting firm helping organizations build value

Company looking for young, driven entrepreneur to identify problems & opportunities at manufacturing companies, develop a plan of action to address those issues and implement a strategy to improve profitability and customer responsiveness.

Assigned to various manufacturers to improve operations.

Drastically reduced inventory by over 50% and reorganized shop floor throughput to improve customer lead times and deliveries.

Performed financial & feasibility analysis on possible acquisition candidates and due diligence for those acquisitions.

Implemented kanban & kaizen techniques to improve workflow and machine utilization.

Education

Master of Business Administration (MBA)

Baldwin-Wallace University 1994

Business Management

Bachelor of Business Administration (BA)

Cleveland State University 1987

Finance Major

Board Affiliations / Skills / Hobbies

Was a member of several Boards & organizations including the Northwest Industrial Resource Council (NWIRC), Advanced Diversified Manufacturing Industry Partnership (ADMIP), Corry Industrial Consortium & Roundtable, Erie County Technical School, Erie Regional Chamber & Growth Partnership, Erie Institute of Technology, Manufacturer & Business Association

Lean, Kanban & Six Sigma experienced

Enterprise Resource Planning (ERP) Systems analyzed, purchased & implemented at several facilities

Proficient in all Microsoft Office applications, Mapics, Visual – Infor, Tribute, Tour de Force

Certified Human Resource programs, Pension Management, Union/NLRB Negotiations

Avid runner – 7 Boston Marathons – highly energetic

Delivering Results to the Bottom Line

For Start-Ups, $400+ Million and Underperforming Companies

Led teams in increasing profitability over 100% in each of the last five assignments

Drove restructuring and streamlining that maximized shareholder return up to 400%

Improved customer deliveries to over 97% on-time in every company

Turned around businesses with combined sales over $120 million

Negotiated capital equipment & material purchases of over $140 million

ISO 9001 Experienced

Quality Control Specialist

INVENTOR: US Patent No. US D804,289 S * Dec. 5, 2017 * Material Handling Tool

Driving Organizational and Financial Excellence

LEADERSHIP

MANUFACTURING OPERATIONS

FINANCE

TEAMBUILDING

CUSTOMER FOCUSED

P&L – ENHANCED CASH FLOW

PROBLEM SOLVING

INDIVIDUAL ACCOUNTABILITY

IMPROVED PROFITABILITY

FOCUSED OBJECTIVES

EMPOWERMENT

COST CONTROLS

STRATEGIC PLANNING

KAIZEN / KANBAN

MARKET POSITION STRATEGY

DRIVEN & DECISIVE

LEAN / SIX SIGMA

SALES GROWTH



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