Manager Project

Albert K. Mooney, Jr.

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www.linkedin.com/in/albertmooney

HIGH MANUFACTURING BUSINESS EXECUTIVE

PERFORMING WITH A PROVEN TRACK RECORD OF SUCCESSFULLY DRIVING BUSINESS

STRATEGIES, POLICIES, OBJECTIVES AND OPERATING PLANS ACROSS A WIDE RANGE OF CORPORATE DISCIPLINES. EXCEPTIONAL

LEADERSHIP AND TEAM BUILDING SKILLS THAT DRIVE OPERATIONAL RESULTS AND SUPERIOR WORKFORCE ENGAGEMENT. CONSISTENTLY

SELECTED TO MANAGE AND IMPLEMENT HIGH IMPACT, COMPLEX BUSINESS STRATEGIES THAT HAVE RESULTED IN SIGNIFICANT IMPACT TO

P&L. WELL SAP PLEXUS MRP SOFTWARE MODULES. PROFIT

CORPORATE VERSED IN MANY AND DRIVEN PROFESSIONAL WITH

MANUFACTURING INDUSTRY ACUMEN EXPERIENCED IN THE FOLLOWING:

Program/Project Management Mergers & Acquisitions/ Integration

Product Launch/Development Exit Strategy

Business Development Operations Management

WORK EXPERIENCE

AMERICAN METAL TECHNOLOGIES, Sturtevant, WI 2011 – 2013

Machining and Assembly of die cast components with $70M in sales

Program/Operations Manager, 2011 – 2013

• Successfully launched 20M in Ford take-over programs. Upgraded all manufacturing systems and processes

into new MRP system. Focusing on fixing long-term systematic issues and overall operational efficiency.

P&H MINING EQUIPMENT, Milwaukee, WI 2007 - 2010

One of the world’s largest manufacturers of surface mining shovels, draglines and drilling equipment with annual

revenue of over $1B

Manager of Business Development, 2007-2010

• Provided critical strategic direction to global cross functional teams responsible for $180M of Alliance

Business through authorized distributor agreements.

• Drove strategic initiatives by developing and utilizing KPIs that resulted in gross margin growth of 10%,

exiting several poor performing relationships, improving inventory turns 15% utilizing lean principles, and

increasing return on working capital 10%. Utilized Business Warehouse and SAP to monitor and track

performance.

• Project Manager for the integration of an acquisition with over $150M in annual revenue. Led a cross

functional team of over thirty people through the rationalizing of the distributor networks in North and South

America. Converted underperforming regions to existing direct sales model, optimized customer satisfaction and

improved corporate P&L.

KEYKERT USA, INC., Wixom, MI 1999 - 2007

Global manufacturer of automotive locking systems with over $150M in sales

Director of Finance, 2006-2007

• Managed all financial aspects of company reporting directly to the CFO.

• Achieved improved cash flow by over $1M, wrote off $300K of underutilized assets and redeployed another

$150K in idle assets. Reduced month end closing time from 10 to 4 days.

Controller, 2005 - 2006

• Led financial, accounting and operational strategies. Structured and executed financial currency agreements

with customers and suppliers in four different currencies to minimize financial risk to company.

• Provided strategic financial guidance and oversight for $25M Joint Venture in Mexico that contributed

significantly to corporate cash flow.

• Evaluated proposed capital projects/expenditures and provided strategic direction to President. Achieved cost

savings of over $4.8M and provided alternative solutions where appropriate.

Launch Transfer Manager, 2004 – 2005

• Spearheaded project to transfer all ongoing manufacturing product lines to Pueblo, Mexico facility with no

impact to customer delivery and project completed below budget.

Albert K. Mooney, Jr (cont.)

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• Analyzed duty costs, uncovered opportunities and achieved savings of $500K in export duties with an

additional $300K continuing on an annual basis. Developed export duty policy to ensure savings for future

products.

Program Manager, 1999 - 2004

• Commercialized new vehicle latch system products averaging $50M annually, representing one third of total

revenue and reporting directly to President. Led cross functional teams of over 30 people including all major

internal departments, suppliers and customers from prototype development through production launch with

ongoing P&L responsibilities. Primary customer liaison working with Ford, Mazda, General Motors, Lear,

Johnson Controls, Magna, and Hi-Lex, providing 24/7 customer support and onsite leadership.

EXCEL INDUSTRIES, INC. (Dura Automotive), Southfield, MI 1994 –

1999 Manufacturer of automotive window, seat and hinge parts with over $1.2B in sales and 22 plants acquired by Dura

Automotive

Senior Project Manager- Manufacturing Engineering Group, 1997 – 1999

• Led long term planning of the Automotive Group, including plant consolidations,

acquisitions, and product and asset reallocations. Led closing of facility in Battle Creek, MI ($25M in annual

revenue) including the disposition of assets, transfer of all related documents, and directed all required

outsourcing.

Engineering Manager & Transition Manager – Special Assignment, Rockford, IL, 1996 – 1997

• Managed a team of 14 Engineers, Designers, and Cost Estimators who supported the manufacture of seat tracks,

hinges, and related stampings for other Excel facilities. Led the closure of the corporate headquarters of an

acquisition as well as the sale of a plant with combined sales of $36M annually.

• Sold $1M and outsourced an additional $1M in unprofitable business that utilized over 5,000 square feet of

manufacturing space, resulting in $250K in revenue.

Program Manager, Southfield, MI, 1994 - 1996

• Managed overall program, processes and profitability for several major Ford and Chrysler new product

launches.

• Managed all aspects of first company designed window regulator program, which accounted for $36M in

annual sales and highest gross margin percentage for the company at the time.

FORD MOTOR COMPANY, Dearborn, MI

$100B Multinational automobile manufacturer based in Dearborn, MI. Produces Ford, Lincoln, and Mercury brands

Superintendent of Tool and Die, Dearborn Stamping Plant

• Managed tool and die supervisors responsible for the maintenance and modification of all production dies and

associated equipment. Provided strategic leadership for launch of two different major sheet metal programs.

GENERAL MOTORS CORPORATION

One of the world's largest automakers with global headquarters in Detroit, MI – employing over 200,000 people doing

business in 140 countries

• Held various management positions in Maintenance, Manufacturing and Skilled Trades supervising UAW

hourly teams. Utilized SPC processes to improve part quality, implemented preventative maintenance programs,

and incorporated the lean component of set-up reduction to multiple areas of production to increase efficiency.

EDUCATION

UNIVERSITY OF MICHIGAN

Master of Business Administration

MICHIGAN TECHNOLOGICAL UNIVERSITY

B.S. Mechanical Engineering

VILLANOVA UNIVERSITY

Lean Six Sigma Black Belt

ADDITIONAL INFORMATION

Interests include golf, skiing and tennis. Chaired and assisted on numerous Parent Teacher Organization fundraisers

and volunteered as an activity director and treasurer for Boy Scouts of America.

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