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