Manager Sheet Metal

Jeffrey L. Androla

***** ***** ******* ****, **********, KY ● 40223 502-***-**** ● ***********@*****.***

Highly organized, exceptional team player with leadership proficiency to get things done quickly. Built successful executive teams and led manufacturing and service organizations for revenue growth and profits. Consolidated two manufacturing facilities to reduce headcount, excess machinery, and multiple sight locations. Spent 18 years in a progressive track for a Fortune 50 company, improved productivity, lowered costs in order to consistently increase profits. Managed aggressive change while building morale. Seasoned senior level leadership skill set, can contribute by:

Multi-Site Plant Operations ● P&L ● Strategic Planning ● Consolidations ● Productivity Turnarounds ● Revenue Growth ● Profit & Process Improvement ●Change Leadership

Highlighted Skills

Establishing vision and strategic direction

Building and motivating high-performing cross-functional teams

Developing enterprise-wide objectives to fuel consistent growth and profits

Optimizing operations through Lean, Six Sigma and 5S techniques

EDUCATION

Averett University West Virginia University

MBA in International Business BS

CAREER HISTORY

Service Welding & Machine Company, LLC. 2013 to present

SWMC provides steel storage tanks for gas, oil, chemicals and water. Primarily for fueling, processing and storage of bulk liquids.

President/CEO/Owner

Responsible for all aspects of the business, including engineering, design and product development

AVIS Industrial Corporation (Contract Position) 2012 - 2013

Avis, through its subsidiaries, provides products and services for the automotive, aerospace, marine, aircraft, and defense industries in the United States and internationally.

Executive Consultant

Specialized knowledge and skill base to provide manufacturing strategy, cost variances, budgets, order processing cycle, production cycle times, downtime, % outsourcing, capacity utilization, logistics cost, SPC, load utilization, failure rates, space utilization, set up time, waste rates organizational structure, environmental compliance and cost evaluations.

GCH International, Inc. (2004 to 2012)

$30M custom sheet metal and machinery manufacturer with clients in a variety of industries, including Automotive, Food Manufacturers, Material Handling, Tobacco Processing, Industrial contracting, etc.

EVP of International Business Development (2011-6/2012)

After reassign of day-to-day manufacturing responsibilities, assumed role for development of worldwide business opportunities

Primary focus was to strengthen core business and increase bottom line growth through development of new markets and new products

Six direct reports.

President & CEO (2004 to 2010)

Post-M&A of two manufacturers, led transformation/turnaround for BoD investor group. Responsible for accelerated growth plan to boost both productivity and revenues.

Led turnaround with 140% revenue increase first year. Recruited by GCH International to merge two struggling sheet metal companies.

Developed turnaround plan, revamped operations and optimized resources.

Recognized after first year as one of the fastest growing companies in KY and added significant revenues three years running.

GCH customer needed key automation program to reduce field labor costs and inefficiencies. Designed machinery and led team to vastly improve productivity and output while requiring less manpower. Equipment configurations reduced customer labor by 98%, gaining $6.5M contract.

Philip Morris USA, an Altria Company (1986 to 2004)

$23.0B industry-leading consumer goods manufacturer

General Manager/Louisville Operations (2000-2004)

Led manufacturing and distribution center of finished products and overall responsible for all major business disciplines, including HR and Finance. Managed logistics of raw materials to other U.S. and international locations.

Redesigned plant operations, saving $2M as General Manager for PM USA, evaluated overall equipment layouts and manpower utilization.

Put together top team and developed alternative layouts while integrating new specialized equipment. Increased output while reducing labor costs dramatically.

Plant Manager (1998-1999)

Managed $100M budget for conversion of non-tobacco materials. Improved safety, productivity, quality and met waste objectives. Led training support for Brazil site.

Initiated organizational changes to maximize reporting structure and efficiently restructure a top heavy production staff..

Reassigned management responsibilities without compromising organizational integrity.

Gained consensus on removing excess layers, resulting in overall saving of $300K in wages and benefits.

Gained union participation in change initiatives.

As leader of Plant Leadership Team (PLT), discovered union groups were not being represented in new plant programs.

Collaborated with local union chief shop steward and convinced him to join PLT. Succeeded in giving a voice to eight worker unions, improving morale.

Manufacturing Manager (1997-1998)

Managed ten staff and 70 hourly employees responsible for manufacturing and packaging of finished products.

Directed special projects related to cost savings initiatives.

Research Engineer (1996-1997)

Research and Development for new product creation.

Primarily establishing new filter media for the use of alternative filter mechanisms.

Manufacturing Supervisor (1986 to 1996)

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