Sales Manager

D. GARY CAPRIO

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

Akron, OH *****

440-***-**** (cell) ********@**********.***

CAREER PROFILE

General Management and Business Development professional with over 30 years’ experience in

distribution and manufacturing site environments. Proven success in manufacturing plant

management, business development and growth, product and market expansion, and

development of staff. Particularly adept in strategizing, developing, and implementing productive

and profitable plans to support organizational goals and objectives. Recognized for my ability to

identify A Players and build high-performing teams. Honest, loyal, energetic, and passionate

leader with the ability to effectively engage and motivate employees to result in top EBITA

performance.

AREAS OF EFFECTIVENESS

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• General Management Operations Management

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• Sustainable, Organic growth Financial Planning & Budgeting

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•Business Development Operational Excellence

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• Leadership & Mentoring Sales & Channel Management

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• Strategic Business Planning Product Management & Positioning

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CAREER

MORGAN ADVANCED MATERIALS, plc May 2010 to Present

General Manager Latrobe, PA July 2012 to Present

Morgan Advanced Materials, previously Morgan Crucible, is a $2 Billion dollar company

with over 10,000 employees and 100 manufacturing sites on six continents. Morgan’s

Latrobe plant is a union facility that specializes in high volume production of dry pressed,

extruded, and drawn glass and technical ceramic products, such as inductor cores, glass-

to-metal hermetic seals, and insulator rods and tubes, and manufactures volumes

exceeding 240 million pieces per month.

• Led North American Morgan sites (32 plants) in EBITA percentage for 2013

• Exceeded 2013 cost savings and operational improvement targets by 400%

• Developed cellular manufacturing layout in press manufacturing, reducing direct labor

requirements by 28%

• Performed site risk identification and developed mitigation strategies and disaster recovery

plan to specifically identify, prioritize, and minimize risks to our plant’s continuity

• Expanded extruded ceramic rod sales and production from 40,000 pieces per month to

320,000 pieces per month

• Began Safety Committee with union and management composition. Site currently at 800 days

without LTA

• Created Industrial Relations committee to hear and address employee concerns and ideas

D. GARY CAPRIO Page Two

• Led negotiation of new 42 month union contract, eliminating legacy signing bonus and

changing health insurance plan. Health insurance savings alone reduced cost to the company by

$47,000 per year

• Initiated preventive maintenance and tooling traceability systems

• Started Yellow Card safety program to generate additional safety ideas from employees and

award month and quarterly ideas

• Advanced press automation project with stepper motors and LVDTs, substantially reducing

site’s top two production defects

• Appointed area group leaders to attend production meetings and lead their areas in safety, 5S,

and employee training

• Developed succession planning document to identify candidates for all critical positions

• Upgraded salaried talent level at site, replacing personnel in nine of 14 salaried positions

through topgrading methodology

• Created 5-year Individual Talent Development Plan for each salaried employee

• Created and managed detailed sales and spending budgets through 2017

• Initiated tail management program to eliminate unprofitable customers, achieving 40%

increase in gross margin dollars

• Graduate classes in Six Sigma, Lean Manufacturing, and Operations Management have

contributed to my personal growth, development, and cost saving techniques

• Detailed technology roadmaps in material formulations, process capabilities, and equipment

requirements for the next four years

Business Unit Manager Bedford, OH May 2010 to July 2012

Morgan Advanced Materials in Bedford, OH, previously known as Morgan

ElectroCeramics, produces piezoelectric and dielectric materials and subassemblies such

as transducers, sensors, actuators, and bimorphs. Returned Core Business Unit to double

digit operating profit. Redefined business unit’s strategic focus on core competencies and

on the value of identifying customer-funded development opportunities to drive sales and

profit and lead to new manufacturing and material capabilities.

• Reinstituted focus on identifying and increasing business in desirable markets, minimizing

excessive sales and support time to “C” accounts that little impact operating profits

• Trained engineers in target costing, expanding to lean training and value stream mapping by

cross-functional teams that include hourly workers

• Maximized profitability by introducing value-based pricing and holding Regional Sales

Managers accountable for executing pricing strategy

• Pricing policies alone in assigned business unit increased EBITA by $465,000

• Increased site’s use of the New Business Development Pipeline, as 26% of top ten core

customer sales came from prospects in the New Business Development Pipeline

• Double digit operating profit compares to a net loss two years before

D. GARY CAPRIO Page Three

DIRECTECH, INC. Akron, OH 1995 to May 2010

President

Directech designed and sold custom-built hydraulic and pneumatic automation

components, with an average price tag of $5,000 to $10,000, primarily to automotive

plants in northern Ohio. Mentored, trained, and motivated sales staff in time

management, priority-setting, and sales closing techniques.

• Achieved company profit margins of 55%, Business grew 24% year on year through product

development and targeted marketing

• Incorporated Directech Servosistemas de Mexico in 2000 to expand technical product sales to

automotive manufacturers in Mexico

• Incorporated Directech Global Products, Inc. and created a distribution network to promote

exclusive industrial components from China

• Collaborated in product improvement and new product development, creating products for

the U.S. market. Reduced costs 60% over existing product lines

Ohio Fluid Power, Inc. Cleveland, OH 1983

to 1995

Sales Manager 1989 to 1995

Trained and supervised a staff of four salespeople while maintaining an industrial

customer base of accounts in northeast Ohio.

• Led company in sales and sales profitability, exceeding 50% gross profit targets

• Trained personnel in time management, priority setting, and sales closing techniques

Account Manager 1983 to 1989

Technical Sales in fluid power automation to new and existing customers.

• Obtained new national blanket purchase orders from the Ford Motor Company and General

Motors for automation components and systems

• Grew a new product line from zero sales into a million dollar business in three years

EDUCATION

MBA Management; Ashland University; Ashland, Ohio; Expected Fall, 2014

BS Mechanical Engineering Technology; University of Akron; Akron, Ohio

AAS Mechanical Technology; University of Akron; Akron, Ohio

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