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Sales Engineering

Aurora, OH, 44202
March 13, 2018

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Jeffery A. Trantham

*** ******* *****

Aurora, OH 44202

Cell: 248-***-****



Innovative, executive level team-oriented professional with strong technical, manufacturing and sales/marketing background. Excellent interpersonal, communication and negotiation skills with thorough understanding of OEM business practices. Data and results driven management style with proven track record to effectively manage and resolve difficult operational, manufacturing, commercial, and engineering issues. EMPLOYMENT

General Aluminum Corporation 2015 - Feb2018

President (2016 – Feb2018)

Position reports directly to PKOH CMO

Five North American manufacturing facilities with over 1M square feet of manufacturing space, producing machined aluminum castings for automotive and non-automotive customers. Low pressure permanent molding, permanent molding, semi-permanent molding, lost foam and high pressure die casting with annual sales of $170M and 750 associates.

Key Accomplishments:

o Exceeded budget profitability target by 40% for FY 2017 o Identified key acquisition targets that align well with our marketing strategy

o Exceeded new sales generation by 25% thru the development of a high-performance sales team

o Negotiated favorable supply agreements with major customers o Initiated Townhall meeting strategy to improve awareness and engagement of our hourly associates in all plants

o Established overall business plan format that was adopted by PKOH to be incorporated into all business units

o Re-engineered executive management team and key local managers with emphasis on achieving a data driven, results oriented culture

o Developed and deployed incentive based, data driven salaried employee bonus system

o Re-engineered company KPI’s to focus on safety, productivity and profitability

o Introduced and oversaw deployment of new MRO system to all plants

Key Accomplishments: (continued)

o Drove significant improvements in all key areas – Safety, Operations, Sales, HR and Finance

o Introduced effective employee training systems

o Introduced a review system for hourly and salary employee’s that included SMART goals

COO General Aluminum Corporation (2015-2016)

Position reports directly to CEO of General Aluminum Key Responsibilities:

• Responsible for overall operational performance including Productivity, Safety, Staffing, Strategic Objectives and P&L

• Direct Reports – General Managers (5), Director of Lean Activities

• Provide day-to-day leadership and management to all manufacturing facilities that mirrors the core values of the company

• Ensure communication, consistency, and cohesiveness among the various plants

• Provides strategic as well as hands-on support in achieving overall effectiveness and efficiency within the GAMCO operations

• Work directly with the CEO in driving the company to achieve and surpass sales, profitability, cash flow and business goals and objectives

• Responsible for the measurement and effectiveness of all operation processes internal and external

• Provides timely, accurate and complete data regarding the operating condition of the company

• Collaborate with the management team to develop and implement plans for the operational infrastructure of systems, processes, and personnel designed to accommodate the rapid growth objectives of the organization

• Motivate and lead a high-performance management team; attract, recruit and retain required members of the executive team; provide mentoring as a cornerstone to the general management team

• Represent the company with outside vendors, customers, business partners, and other constituents as warranted Key Accomplishments:

o Significantly reduced breakeven costs at all 5 locations by 15 to 35% through manufacturing efficiency gains, cost reduction initiatives, tight controlled spend and enhanced employee involvement

o Improved safety by 50 to 125% (TOR & DART as


o Greatly improved house-keeping practices and results at all locations

Key Accomplishments: (continued)

o Exceeded budgeted EBIT% by 15% on 33% less sales o Expanded implementation of automation and drove real time data acquisition practices

o Introduced accountability based, data driven reporting system to improve visibility and reduce reaction time Metal Technologies 2014 – 2015

VP Aluminum Division

Position reports directly to President of MTI

Key Responsibilities:

• Responsible for all aspects of Aluminum Division’s Performance - Operations, Sales/Marketing, Engineering, P&L

• Total Divisional Sales $50M, 250 Associates; Two locations – Minneapolis, MN; Jackson, TN

• Direct Reports – Plant Managers (2), Engineering Director, Sales Director

• Develop, implement and manage division’s immediate and long term strategies relating to Manufacturing Operations, Capital Expenditures, Sales/Marketing and Engineering to meet and exceed stated business plan

• Manage implementation and ongoing utilization of Best Practices, Benchmarking, Lean Manufacturing initiatives and systematic problem solving methodologies to key manufacturing challenges

• Achieve improved operational performance throughout all key disciplines

• Monitor, evaluate and drive operational improvements through direct involvement and accountability based reviews

• Establish and maintain training, development and succession plans for key positions

• Create and develop a safe work culture that exceeds MTI’s corporate goal

• Drive Sales growth while enhancing profitability through continuous improvements In operational efficiency and challenging existing market pricing

Key Accomplishments:

o Achieved 2X budgeted profit through first 6 months of current FY on 8% less sales

o Significant improvement in Safety and Manufacturing efficiencies at all locations

o Built high performance Sales team and developed focused Sales strategy

o Developed effective and efficient facility reporting system that drove accountability, reduced reaction time, and enhanced associate engagement

Gibbs Die Casting Corporation 1992 – 2014

VP International Business (2012-2014)

Position reported directly to the President of Gibbs Die Casting Key Responsibilities:

• Oversee Manufacturing Operations in Brazil, China and Hungary

• Total Sales of $70M, 450 Associates

• Direct reports - Local Managing Directors/Presidents

• Full responsibility for overall P& L, sales, engineering, and operational results

• Monitoring and methodical enhancement of facility operational performance

• Standardization of Global Best Practices

• Development of Local Management Teams

• Development of annual budgets

• Development and implementation of long term strategic sales and operational support plans

• Reduce facility breakeven point while increasing sales Key Accomplishments:

o Achieved first year profitability improvement of 160% o 2013 financial results exceeded budget by 35% and set record for overall profitability of Gibbs’ foreign operations Interim President–Gibbs China Die Casting Operation (2012) Key Responsibilities:

• Initiated development and implementation of short-term turnaround strategy plan

• Provided focused roadmap for existing team and re-aligned management team to improve operational performance Key Accomplishments:

o Reduced overall scrap by 40%

o Improved machine uptime by 45%

o Improved profitability by 40% within one month

Managing Director–Gibbs Hungary Die Casting Operation (2011) Key Responsibilities:

• Developed and implemented long-term turnaround strategy for troubled manufacturing operation

• Complete re-design and re-structuring of management team identified and corrected critical internal resource limitations Key Accomplishments:

o Went from financial loss to profit situation in 2 months o Improved overall profitability by 130% within 6 months o Reduced overall scrap by 55%

o Improved machine uptime by 50%

o Reduced workforce from 270 to 196 while improving quality/delivery/profitability

o Improved cohesiveness of local management team

o Received Gibbs “Employee Of The Year” Award For 2011 Technical Sales Manager-Gibbs Die Casting Corporation(1992 -2011) Key Responsibilities:

• Managed and developed product sales at strategic OEM and Tier I/II customers

• Development of focused sales strategies

• Served as engineering liaison to key strategic customers

• Managed development of Sales and Engineering teams at Gibbs- Brazil

Dayco Products 1987 – 1992

Engineering Manager (1991-1992)

Key Responsibilities:

• Managed CAD and component design/testing teams

• Defined and allocated required engineering resources

• Developed engineering budget and CapEx requirements Application Engineer (1987-1991)

Key Responsibilities:

• Technical liaison between customer and Dayco’s product development team

• Provided technical support to Sales Division

EDUCATION: BS Mechanical Engineering, University of Missouri-Columbia 1986 References Upon Request

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