Manager Sales

Russell D. Smith

*** ********* ******, ******** ** 29621 864-***-****

*************@*****.***

Plant Manager / Director of Operations / General Manager

Growth Strategies / P&L / Business Development / Consolidations / Cost &

Inventory Control / QA

Startup & Turnaround / Process Improvement / Multi-Sites / Product

Development / Supply Chain

Highly skilled with continuing record of accomplishments in all types of

plant operations and situations - startups, consolidations, relocations and

closures. Improved operating efficiencies and productivity, reengineered

business practices and procedures, and enhanced product delivery. Created

and implemented effective operations strategies that drove revenues,

reduced costs, and positively impacted bottom-line results in very

competitive environments.

. Overhauled production schedule in union environment, cutting labor

costs $235K.

. Led cross-functional team in cost reduction initiatives, producing

450% ROI.

. Facilitated full usage of ERP software tool to slash inventory $600K

in 18 months.

. Renegotiated union contract with new compensation plan, reducing labor

costs 25%.

. Instituted crash program to service new customer, driving $1.5M in

annual sales with 30% margin.

. Played key role in major acquisition to counter declining business

environment.

. Directed major consolidation/relocation of multiple facilities to

improve profitability.

. Reengineered production line, processes and QA, generating savings of

$750K in year one.

. Crafted business development strategy for new division, growing to

$28M in two years.

. Created new product development program, leading to more effective,

profitable product launches.

Special Skills: Building, leading and motivating teams to achieve

corporate objectives in both union and non-union operations. Directing new

product development and introduction into the marketplace. Applying

creative strategies and practical solutions to business situations.

Establishing new strategic direction and driving change.

Selected Achievements / Career Overview

President, Precision Solutions, LLC - 2012 to 2013. Hired to lead the

company and help in the orderly shut down of an electronics contract

manufacturer with two facilities in Southeast Kentucky for out of state

owners after loss of a major contract. Assisted in sales of existing

facilities and brought in potential buyers, currently in negotiations.

Acting CFO/Consultant, Paterson Machining Inc. and Current Circuits, Inc.

- 2011. Tasked with helping in the integration and consolidation of

these two businesses, an electronic contract manufacturer and a machining

manufacturer in North Central Alabama. Instituted daily management

financial reporting, system supports and consolidation of facilities

recommendation.

General Manager, Anderson Industries - 2009 to 2010. Led the start-

up, installation, staffing and training for new production lines and the

start-up of their Southeast Distribution/Warehouse for a $100M+ garden hose

manufacturer. Produced $3M+ in new product and shipped over $18M+ in our

first season. Left due to seasonal nature of business and current business

climate, the operations were scaled back negating need for a GM.

President, Bruce Plastics, LLC - 2001 to 2008. Led all operational

functions, including manufacturing, distribution, sales and marketing,

quality and engineering, for $15M plastic injection molding company with

250 employees. Managed all financial aspects of the company with full P&L

responsibility. Introduced various initiatives to drive down labor costs,

reduce inventory levels and improve customer relationships - all designed

to improve bottom-line results. Performed due diligence on acquisition to

double size of the company.

o Overhauled production schedule in union environment, cutting labor

costs $235K. Labor costs had escalated dramatically over prior two

years at Bruce Plastics. Performed thorough review of union contract

for options. Devised and introduced new operating schedule,

transitioning from a 5/24 operation to a 7/24 schedule. Immediately

eliminated all overtime, improved efficiencies, increased equipment

and production capacity by 40%. Provided significant initial labor

savings.

Russell D. Smith

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o Led cross-functional team in cost reduction initiatives, producing

450% ROI. Determined that additional cost cutting measures were

necessary. Initiated new Bruce Plastics' Cost Reduction Group,

including engineering, manufacturing and quality functions. Developed

top 50 list of products with most labor costs. Directed engineering

and manufacturing to determine most inefficient tools/parts and either

automate or replace them. Produced all tooling work in house for

$40K, which cut labor costs by $220K.

o Facilitated full usage of ERP software tool to slash inventory $600K

in 18 months. Inventory levels at Bruce Plastics were excessive for

the size of the business. Determined that new ERP software had never

been implemented or utilized. Completed establishment of ERP software

and worked closely with all departments to ensure appropriate usage.

Set targets for inventory reduction. Substantially reduced inventory

36%.

o Renegotiated union contract with new compensation plan, reducing labor

costs 25%. Even after initial cost cutting measures for Bruce

Plastics, labor costs were still too high. With the union contract up

for renewal, negotiated with the union to implement a new two-tiered

salary/benefit structure. Successfully lowered average labor cost per

hour over the life of the new contract.

o Instituted crash program to service new customer, driving $1.5M in

annual sales with 30% margin. At Bruce Plastics, continued to pursue

new customer even after losing initial bid. Received second chance

when original vendor could not service. Immediately made commitments

to meet customer's timetables and requirements. Finalized all

customer's needs and developed unique assembly processes in house.

Procured equipment, rearranged plant for needed clean room, and

initiated GMP processes. Accomplished all in less than 90 days,

beating customer's expectations.

o Played key role in major acquisition to counter declining business

environment. After discussions with Bruce Plastics' CEO, determined

that an acquisition was best option in difficult economy.

Conducted due diligence, including various analyses, and constructed

acquisition proposals. Successfully acquired a non-union company in

South Carolina, doubling revenues to $15M, and relocated company

headquarters there.

Gem Products, Inc. (GE Affiliate) $53M manufacturer/distributor of

appliance and HVAC components

Vice President & General Manager - 1998 to 2000. Held overall P&L

responsibility for two Chattanooga, TN facilities with 180 employees.

Led all business functions, including product development, supply chain

management, production and distribution. Built new 126K sq. ft. facility

and led closure and relocation of three facilities. Designed and

constructed new distribution facility and reduced manpower requirements

33%. Pursued and won $12M contract, with attractive profit margin, to

produce electronic components for GE Products Group.

Director, Product Development & Engineering - 1985 to 1998. Directed the

Engineering and Product Marketing departments, plus oversaw development

and maintenance of 10K+ items for appliance and HVAC parts aftermarket.

Assumed responsibility in 1994 for both Chattanooga facilities for

manufacturing, quality assurance, facility maintenance and engineering.

Led development of new equipment line after division acquisition.

Created new manufacturing division, growing revenues from zero to $28M in

only two years. Managed introduction of hundreds of new products each

year, the production of an 800-page product catalog, and development of

all support processes/procedures. Developed and implemented industry's

first CD-ROM product reference system for the marketplace.

o Directed major consolidation/relocation of multiple facilities to

improve profitability. Assigned job of reducing costs at three Gem

facilities while maximizing productivity. Crafted innovative solution

to combine all facilities into one and relocate to new, low-cost

geographical area. Oversaw construction of new facility, designed

manufacturing and distribution layouts, and planned/implemented the

move. Completed consolidation program on time and under budget by

$200K and saved additional $150K per year in building lease costs

alone.

o Reengineered production line, processes and QA, generating savings of

$750K in year one. Tasked with closing down a high volume production

line, designing new low volume line and relocating it to Tennessee.

Oversaw redesign of Gem production line and completed move and

installation. Wrote and implemented manufacturing processes and QA

procedures. Developed training regimen to effectively train new

personnel. Created increased line efficiencies, lower labor rates and

reductions in inventory.

Russell D. Smith

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o Crafted business development strategy for new division, growing to

$28M in two years. Identified new GEM business opportunity to

manufacture parts for GE Consumer Service. Developed aggressive

business plan strategy and model for new assembly operation.

Constructed new manufacturing facility and facilitated closure and

relocation of various sites for opening of new division. Managed

addition of 5K+ parts into MAPICS system, including detailed

engineering documentation. Produced revenues of $28M and $2M+ in

income, while achieving $4M in cost savings for GE.

o Created new product development program, leading to more effective,

profitable product launches. A new vehicle was needed at GEM to

introduce, track and organize new product launches. Established new

cross-functional Product Development Committee. Initiated new product

introduction process, including ongoing communications, department

sign-offs, Gantt charts and detailed tracking mechanism. Instituted

an ROI and hurdle rate for improved decision making. Introduced 2500

new products, doubled inventory turns to six and improved revenues

$10M.

Product Marketing Engineer, Ranco Controls, Inc. - 1983 to 1985.

Identified and recommended new Appliance Control products and managed

existing product line for aftermarket distribution at $200M parts

manufacturer. Developed technical information, competitive analysis and

training to support sales effort.

Earlier positions at Amana Refrigeration, Inc. included Product Specialist

and Regional Service Manager.

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