Manager Sales

Larry Putman

**** ******* *****, **********, ******* L7P 3S5

Cell: 905-***-**** E mail: ********@******.**

http://ca.linkedin.com/in/larryputman

General Manager

Engaging and empowering, ignites commitment, initiates respect, trust and

integrity,

encourages open and frank dialogue achieving change and success

Resilient, embraces challenges, diversity and key business hindrances with

authority and fortitude. Enhances the brand, working in partnership with

the customers to define their needs and provide a white glove service

offering. Innovative and inquisitive, looks for areas of cost extraction

without compromising product quality, service and delivery. Leads by

example, takes strides to enthuse and excite the team, encourages harmony,

open and frank dialogue, and listens before giving opinions.

Core business competencies include:

Executive Leadership Manufacturing Operations Budget P&L

Production Management Production Planning Program Management

Change Management Process Improvement Business Reengineering

Collective Bargaining QS TS ISO Project Management

SR&ED Inventory Materials Management Resource Management

Vendor Management Procurement RFP RFQ RFI Contract Negotiations

Lean Kaizen Kanban 5S Poke Yoke Six Sigma TQM

PROFESSIONAL EXPERIENCE

Personal Sabbatical, Burlington, Ontario 2013 - present

The Duny Group, Burlington, Ontario 1999 - 2013

< Steered the business through several economic recessions requiring swift

and tough decision making and fundamental change, taking advantage of

lean methodologies and maximizing staff contributions and innovations.

Held the following 2 positions:

SALES MANAGER 1999 - 2001 2012 - 2013

GENERAL MANAGER 2001 - 2012

< Accredited for extraordinary leadership of the Tier 1 automatic screw

machine and precision machine parts supplier to the automotive OEM,

electrical, plumbing, and aerospace sectors.

< Directed 4 site production managers located at geographically disparate

facilities in Burlington, Fort Erie, Ayr, and Niagara Falls, each with

approximately 50 staff.

< Conceived and executed radical change to track and resolve health and

safety issues, strengthen accountability and reduce WSIB claims.

< Established an employee review system across all 4 plants with the H&S

Committees, rigorously tracking employee absenteeism and enforcing

discipline.

< Drove down absenteeism dramatically, focusing on employee

accountability, combined with a significant decrease in injuries.

< Challenged by the company owners to evaluate internal processes

recruiting an internal team to move the project into full throttle.

< Mapped out multiple processes and brainstormed on improvements,

leading to a productivity increase ranging between 10% and 20% on most

projects.

< Tasked with reviewing programs with a goal to reduce taxes paid.

< Connected with and engaged an expert in the SR&ED program for Federal

and Provincial research & development funding.

< Planned and implemented numerous programs to comply with SR&ED

realizing significant savings still granted today.

Larry Putman Page Two

The Duny Group continued

< Tightened expenses through the enforcement of strict controls after

performing a sweeping review of costs.

< Instigated negotiations with suppliers realigning contracts to extract

costs by 15% while advancing cost controls internally.

< Asked to uncover and deploy measures to boost profit without raising

prices.

< Appraised customer pricing, reduced inventory and initiated

productivity studies.

< Generated commitment and engagement across the business to deliver

multiple efficiencies and elevate productivity by 10%, preventing a

price increase.

< Formulated and implemented JIT inventory to further reduce costs and

raise profit.

< Scrutinized all positions at the 4 manufacturing plants, detecting

significant duplication and overstaffing in manpower equal to orders

received.

< Crafted, gained buy-in and deployed a radical restructure to align

payroll with orders, using lean methodologies to push a further

reduction in workforce by 15% over 3 years.

< Compiled and distributed an RFP to tender for changes and improvements to

operating systems, selecting E2 as the approved vendor.

< Worked in partnership with the vendor and internal staff to

standardize a system throughout the 4 facilities involving dramatic

change to drive a 15% cost saving.

< Utilized tact and diplomacy during exhaustive negotiations with a major

customer requesting price decreases due to the Canadian US dollar

exchange rate, displaying an unwillingness to shift in their stance.

< Partnered with the customer to secure a mutual long-term agreement

encompassing increases and decreases based on predetermined criteria,

retaining the account representing 68% of overall business.

< Initiated an innovative new customer lead generation utilizing an

external company, MFG, to provide leads based on certain criteria,

generating a notable uplift in customers.

< Collaborated with the BSI Group to plan and deploy the ISO 9001: 2008

Total Quality Management system, fortifying the company's marketing and

sales efforts to attract clients.

< Composed, compiled and tabulated group and individual plant 5 year

business plans detailing capital equipment, budgets and needs, potential

markets, manpower, and training requirements.

< Oversaw multiple human resource program policies, standards and practices

enforcing the Health & Safety Program, meeting with representatives from

the Ministry of Labour and other stakeholders.

< Acted as a confidante, mentor and coach to a variety of employees

developing a reputation for encouraging career and personal development,

resulting in many accepting promotions throughout tenure.

Dana Canada Inc., St. Thomas, Ontario (Weatherhead) 1977 - 1999

< Acquired a reputation as a fair and honest leader navigating through

multiple hurdles, teaming with unionized and non-unionized employees to

build a cohesive and energizing environment.

Held the following 6 progressively responsible positions:

AREA MANAGER - Forgings 1996 - 1999

SALES & CUSTOMER SERVICE MANAGER - Outside Sales 1991 - 1996

SUPERVISOR 1989 - 1991

MAINTENANCE MECHANIC 1986 - 1989

TRAINEE, MULTI-SPINDLE MACHINIST 1983 - 1986

LABOURER 1977 - 1983

< Influential lead as the company shifted a production line from a US-based

plant to the Canadian research operation.

Larry Putman Page Three

Dana Canada Inc continued

< Aligned with multiple stakeholders in the US and Canada to plan the

fundamental change, researching and engaging a US company to design

and build robotic machines, a pioneering concept.

< Seamlessly transitioned production between the 2 facilities,

commissioning the plant with the new robotic equipment valued at $2

million.

< Sourced and secured additional external staff to complement the

existing internal staff facing a layoff from another production line

to operate the new robotic line.

< Facilitated training on the new production methods, completing before

production start-up.

< Recruited a cross-functional team to develop a program to recognize

employee contributions, inspiring staff to contribute ideas to improve

operations, earning points towards a reward system.

< Instrumental in preparing for a forthcoming IAMAW collective bargaining

process, consulting with corporate attorneys and human resources to

eliminate confusion, scepticism and difficulties.

< Played a pivotal role in reaching an agreement with union leaders,

securing a 4 year contract with concessions from both parties.

< Appointed the only sales person with a demanding mandate to catapult

sales in new areas.

< Teamed with R&D and production to launch automotive custom fittings,

driving a 25% revenue elevation in 1 year.

< Served as the corporate ambassador dealing with Ford quality issues.

< Interacted with Ford production and test employees at final inspection

proving no deficiencies in the Dana product, uncovering problems from

another supplier.

< Authored and facilitated a compelling presentation to key Ford leaders

to retain the business and eliminate potential charge backs.

< Deployed a Kaizen blitz to reduce machinery set-up times, videoing a set-

up person to review and document 16 hours of process steps.

< Reorganized the work area and conducted a replication of the set-up,

reducing time by 8 hours, generating significant cost savings.

< Managed, coached and trained 3 area supervisors and 37 production staff

in a unionized environment supplying automotive and special components to

large OEM's and aerospace.

PROFESSIONAL DEVELOPMENT & EDUCATION

ISO 9001: 2008 Quality Management BSI America Inc.

WSIB Part 1 & 2 Certification Resource Environmental Associates

Joint Health & Safety Committee, Level 1 & 2 Certification Resource

Environmental Associates

Leadership, Communications and Team Development Dale Carnegie Group

CERTIFICATE: Six Sigma Dana Canada Inc. 1992

CERTIFICATE: Supervisory Principles & Practices Dana University 1991

Ministry of Training, Toronto, Ontario 1979

CERTIFICATE OF APPRENTICESHIP & QUALIFICATION: Multi-Spindle Machinist

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