KIMBERLY A. WENINGER

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

The Woodlands TX 77382

832-***-****

acelgz@r.postjobfree.com

Summary

Experienced cross industry executive with an MBA in Finance, Masters in

Chemical Engineering and over 20 years of successful implementation of

ethical core values, data driven decision making and executive level sales

and high priority on safety protocol A skilled team leader that has proven

the ability to increase sales, improve operations to create profits. A

competitive and ambitious person that has demonstrated excellence in:

-Profit and Loss Management -Quality

-High priority on Safety

-Operations Improvement -Strategy and Planning

-Executive level Sales/Project Management

-Cross industry transitions -Business Development

-Team Building

-Acquisitions -On-Time Delivery -Lean

Manufacturing

-Union/Non Union Negotiations -Statistical Process Control

-Motivating Employees at Every Level

-Superior Negotiating/Sales Skills -Six Sigma

-Creating Cultures and Forming Vision

Experience

10/12 - Present Director - America's

Atkins Global - Oil and Gas

( Manage the P&L for Engineering Consulting

offices in Houston, Trinidad and Tobago and Calgary.

( Lead the company in a turnaround for the

America's from a turnover rate of 45% to <10% in one year.

( Increased revenue in the first year by 25% and

increased profit in first year by 30% over previous year.

( Sit on the oil and gas board for Atkins to help guide the

global business.

( Facilitated a global sharing of resources and collaboration

that did not previously exist in the company.

( Responsible for identifying acquisition targets and securing

the acquisition.

( Part of the first Atkins Women's Network - a global group

that formed in 2013.

6/09-10/12 Global Operations Leader- Multi

International Plants (Canada, UK, Europe)

GE Oil and Gas- Flow and

Process Technologies - Natural Gas Solutions: (~$325 million total

revenue)

.Manage the P&L for plants based in US, UK,

Netherlands, Canada, Italy (Over 1000 indirect employees worldwide)

.Leader in consolidating

Plants from Canada, Netherlands and UK

.Provided additional support for other plants

both in division and outside division (China, Mexico, Canada, Europe)

.Started paradigm group in Houston for GE plant

leaders (O&G and Power & Water) and facilitate monthly meeting

at different plants

.Team leader that earned the

Quality award for all of GE Energy.

. Involved in all aspects of

the business with Dresser's integrations into GE (GSC,Sourcing,

Manufacturing, Quality,

EHS and IT)

Operations Manager

Operational Excellence

Leader for Infrastructure Solutions Segment (~$350 million revenue)

Dresser, Inc bought by

GE Energy: Meters and Instruments (www.dresser.com)

(Wholly owned subsidiary

of GE)

Received job offer after extensive interviews and Executive level profile

test performed by third party

.Determine new products for

development with marketing

.Responsible for analysis

and recommendations for consolidation/integration of European plants

.Set goals and objectives

for entire operations and engineering. Track goals and attain results.

.Participate in companywide

Operational Excellence Council and Manufacturing Council.

.Write the monthly operating

letter for all global manufacturing sites in meters.

. Report and assist with on

time delivery goals and operational excellence goals for Dresser

Infrastructure Solutions.

11/07-06/09 President/Owner

The Osvold Group (www.osvold.com)

The Osvold Group when acquired was a $3.5 million company. It was a

highly unionized environment and in order to compete a merger was

completed and manufacturing is now done in a non union shop. After the

merger the company grew to about $15 million. This job expanded my

financial knowledge and business acumen as I have a much better

understanding of all of the financial information and financing options

etc.

.Managed 15 direct reports and 40 indirect

(in shop).

.Hired and managed legal team for a quick and

successful acquisition.

.Learned how to finance a new business

venture and utilized peers and mentors for advice.

.Led the company from a manufacturing company

to a sales and management company through the

down turn in the economy.

.Increased profit from zero to over 12% after tax

profit in less than 2 years.

.Expanded company markets to include New York, Chicago,

and Las Vegas.

.Established safety requirements to ensure zero

injuries on the job site.

.Developed and implemented new business processes to

ensure consistency.

.Developed key relationships with CEO's of

major Construction companies and Architecture firms

.Developed partnerships with other

subcontractors to maximize exposure to sales and benefits to GC.

1/03 - 10/07 Chief Operating Officer/GM and Sr. VP

H&B Elevators, Inc. (www.handbinc.com)

H&B Elevators was a $4 million company when I started and when I left was a

$22 million division of a $1 billion company. This was a highly unionized

company, most employees with 20+ years of service, environment where we

implemented a lot of Lean Manufacturing techniques in a custom

environment. It was very challenging for me to learn to adapt my skills

from a high tech industry to a relatively low tech custom environment. I

really expanded my experience and knowledge at this company.

An opportunity arose to become owner of a custom millwork manufacturer

(Osvold Company) that had a solid history but no leadership and pursued

the responsibility of turning the company around with intentions of

selling in the future. I was also excited about learning a new area of

custom manufacturing, making new relationships and the challenge of

increasing sales and controlling spending.

.Reported Directly to CEO of parent company

.Utilized professional services of parent

company for benefit of H&B division. (Ex: lawyers for acquisitions etc)

.Managed 8 direct reports from sales,

accounting, manufacturing and estimating. 45 indirect.

.Increased sales by 500% in 4 years by re-

establishing customer relations and understanding customer

needs and exceeding the expectations.

.Turned the company around to show a profit

in just two years by improving revenue and establishing

best practices in engineering and

manufacturing.

.Established a new market in New York City and obtained

a majority market share in just 2 years.

.Implemented a culture of teamwork between

all employees which led to the first union contract after

an employee strike. The negotiations

lasted less than 4 hours due to the cohesive group that had

been established.

.Established a quality system and lean manufacturing to

reduce lead times and cost.

.Maintained over 95% on time delivery of projects.

.Developed business process to be followed at both

plants to maintain consistency.

05/02- 12/02 General Manager

H&B Elevators, Inc.

.Directly reported to CEO of parent company

.Successfully reorganized the corporate

structure in order to reduce overhead and

improve culture.

.Implemented safety program that resulted in 100% compliance

in 2 OSHA audits.

.Restructured management team to allow for more flexibility in

the market.

.Reestablished customer relationships in order to increase

sales.

.Motivated 20+ year employees union and non union to implement

new procedures and processes

.Implemented 5-S in a long term union environment and gave

tours to AME, Paradigm, several customers

05/00 - 04/02 Director of Manufacturing

Century Circuits and Electronics (now Molex- www.molex.com)

Century Circuits/Molex was a $9million company when started and when I left

was about a $30 million dollar company. Was union then decertified to non

union. In this company it was a high volume product and we used a lot of

statistical process control and 6 sigma techniques as well as lean

manufacturing. We implemented ISO9000 while I was in charge and I headed

up that program. We had a huge focus on quality since IBM was our largest

customer as well as implementing systems that reduced our lead times from

17 days to 3 days.

Through the owner/president of a manufacturer's paradigm group I learned

and was recommended for the position with H&B elevators that would provide

me the leadership responsibilities for growth in all aspects of the

business. I also wanted to learn a new industry to prove in future my

ability to cross industries.

.Reported directly to president of Century Circuits

.Involved with overall business decisions and peers with

Director of Sales.

.Managed 10 direct reports involving process engineering,

manufacturing engineering, maintenance,

planning, scheduling and direct supervision of factories.

100 indirect reports.

(Implemented Lean Manufacturing in a

fabrication environment.

(Responsible for strategic planning for all of production.

Improved yields in FY 2000 by

15% overall.

(Reduced turnover from 35%/year to <15%/year.

(Improved productivity by 30% in both business units.

.Decreased lead times from 17 days to 3 days in a one year

initiative by streamlining process throughout

the 3 different factories.

06/99 - 05/00 Manager of Plant Operations

Century Circuits and Electronics

(Responsible for all aspects of manufacturing in a continuous

flow business unit and a mixed-model

business unit.

(Managed 14 direct reports and ~70 indirect reports including

process engineering, manufacturing

engineering, maintenance, planning, and scheduling.

(Profit and loss responsibility for each business unit and the

cost centers in operations.

Increased mixed model gross margin by

20% and increased continuous flow business unit gross margin

by 5% through cost reductions and productivity improvements.

(Approve all pricing of product with the business development

team. Work closely with customers

to understand their needs and design for manufacturability.

08/97-06/99 Process Engineering Manager

Century Circuits and Electronics

Responsible for managing all aspects of process engineering,

maintenance,

facility engineering, and waste treatment.

Managed projects such as a factory re-layout and an R&D unit

start-up.

Reduced variable costs associated with the unit by

$500K/Year.

Set up capital expenditure process and

reviewed and approved all capital expenditures on a rolling

12-month budget.

Participated in CC&E's strategic planning

process every year.

Certain responsibilities for profit/loss

in production business units.

Expanded process engineering group from 2

people to 11 employees.

04/97-08/97 Senior Engineer

Century Circuits and Electronics

Responsible for all engineering in a focus factory for

flexible circuits.

Performed several cost saving evaluations and yield

improvement evaluations.

Set up laboratory and control documentation system.

03/96-04/97 Senior Process Development

Engineer

Johnson-Matthey Semiconductor Packages, Inc. (www.matthey.com)

Johnson Matthey was about a $50 million division in Chippewa Falls and we

made the first Intel chip carrier. A lot of SPC and 6 sigma experience as

well as all of the Intel process etc. that we adapted and followed. This

was an interesting environment because we switched the company from Cray

Research (custom) to a very high volume manufacturing plant in about 6

months. So, it was almost like a start up with new equipment coming in

every month and processes changing constantly. We started with less than

10% yields and worked around the clock to get the processes in order and

had the yields up to over 80% when I left. It was a lot of fun!

I was recruited by Century Circuits in the Minneapolis and there was more

opportunity for a leadership/business management role in a smaller company

that was growing. I also wanted to get my MBA and there were better schools

in the Twin Cities.

Responsible for specifying and ordering wet process high

capacity automated

equipment for the start up of a 6000ft2/day factory

(Managed high volume wet process area from an engineering

standpoint.

(Implemented preventative maintenance system in new wet

process area.

Performed process chemical evaluations and testing.

Organized defect reduction team for copper and tin plating.

Education

01/13 - 01/13 Oxford University Said Business School, Oxford

England

Group Leadership Development Program

10/11-10/11 Clarkson University, Potsdam, New

York

Global Supply Chain

Management Executive Seminar

10/98-12 /01 University of St. Thomas, St. Paul, MN

Masters of Business Administration, Finance Concentration: GPA

3.8/4.0

09/94-05/96 Michigan Technological University,

Houghton, MI

Masters of Science in Chemical Engineering: GPA- 3.6/4.0

Thesis title: "Waste Minimization and Process Modeling in

Polymer Processing".

10/89-05/94 University of Michigan, Ann Arbor, MI

Bachelors of Science in Chemical Engineering: GPA- 3.3/4.0

Community Involvement

Board Member - Offshore Energy Center- Development

Committee

Involved with various GE community and business/learning

events

Communications leader for GE women's Network

Lead/Facilitate Houston GE plant Paradigm

Group that I initiated

Involved with my children's sports

(Hockey Mom, Diving meets)

Fundraising for Hemispherectomy Foundation

University of Michigan Alumni Club (94-present)

Washington County Family Support

Committee (2004-2010)

Epilepsy Foundation Fundraising

Committee (2004-present)

Johns Hopkins Family Mentor - Hemispherectomy Support Group

(2005-present)

Minnesota Valley Moms of Multiples Volunteer (2004 - 2010)

Paradigm Manufacturing Group (99-Present)

AIChE (90-Present)

Society of Women Engineers (90-Present)

Midwest Circuits Association Member (97-02)

Masters Forum (99-2002)

Contact this candidate