Customer Service Manager

Michael A. Cusmano

**** ****** ******, ***********, ******** 20155

H: 703-***-**** / Cell: 703-***-****

Email: ********@*****.***

CAREER PROFILE

A results-driven and dedicated business professional with proven abilities in strategic leadership, managing projects,

budget control, high performance team building, and detailing project information to determine effective processes for

the program. Able to identify and implement strategies to reduce costs, increase growth, strengthen customer

relationships, improve business practices and drive profitable growth.

Team Leadership and Development Strategic Planning &Analysis Policies & Procedures Development

Finance/Budget Management Risk Management Client Relationship Management

Productivity & Efficiency Improvement Cross Functional Team Leadership Project Management

PROFESSIONAL EXPERIENCE

GENERAL DYNAMICS LAND SYSTEMS - $3.7B Subsidiary of General Dynamics Corp; 07/1986 -06/2014

Program Control & Analysis, Site Manager, Woodbridge, Virginia November 2009 – June 2014

Report directly to Division Vice President; Managed USMC/USN Business Sector 725M budget. Supervised 11 direct

reports. Facilitate several daily meetings related to new product development, finance and program management.

Discuss and resolve issues immediately and track corrective actions. Foster disciplined financial management culture

by applying budgeting, forecasting, and reporting best practices and leveraging new technologies.

• Managed P&L through effective cost control and process efficiency

• Track and forecast sales targets for USMC and USN business sector; $76M in 2013, $141M in 2014

• Lead proposal team by providing training, configuration management, final publication, and delivery of the

proposal; GDLS awarded $8.4M contract in August 2012, $3.0M contract in November 2013

• Develop reports and facilitate weekly meetings with the Sr. Vice President regarding program updates using

Earned Value Metrics (EVM) and monthly Estimate at Completion (EAC)

• Develop financial strategies by estimating, forecasting, and anticipating manufacturing requirements, trends

and variances

• Develop action plans, analyzing results, initiate corrective actions and minimize the impact of variances for

USMC/USN programs

• Prepare and distribute budgets for new product and business development activities

• Create EVM trends, schedule, cost, risk, management planning and manpower resource alignment analysis

• Prepare cost and schedule reviews at Sr. VP level to assess impact of schedule changes to critical path

• Develop strategic and operating plans for the USMC/USN Business Sector

• Facilitate and forecast significant impacts on expense, revenue, and capital

• Interacted regularly with customer and engaged cross-functional project teams across multiple locations to

guarantee conformance to client requirements

Operations Manager, Scranton, Pennsylvania March 1996– October 2009

Report directly to Plant Manager; directed a staff of 315 management and union employees and developed a high

performance management team and motivated workforce. Managed production costs, quality, scheduling, inventory

control, shipping and receiving. Provided the vision to achieve company goals and exceed production expectations

while maintaining quality, safety and customer service.

2 Michael A. Cusmano

• Consistently met or exceeded plant profit goals for 14 consecutive years

• Re-designed plant lay-outs improving quality and increasing plant efficiency from 79% to 91%.

• Analyzed cost planning and implemented industrial engineering practices to ensure effective cost

containment

• Implemented effective safety program that reduced lost time accidents; Improved OSHA recordable rate from

15 to less than 3; plant won 4 division safety awards

• Led team to ISO certification by collaborating with engineering, quality and material organizations to

implement departmental documentation and manufacturing procedures

• Audited existing processes, identified critical gaps, and designed new corrective action procedures.

• Established and developed an operator cross-training matrix to ensure enhanced bench strength

• Enhanced productivity by 12% due to decreasing lot sizes and equipment downtime

• Maximized equipment by developing and scheduling preventive maintenance and re-evaluating change-over

processes

• Improved quality results by studying, evaluating, and re-designing processes and implementing change

• Successfully negotiated 3 union contracts which were beneficial to management and labor relations

• Key member of Leadership team charged with establishing internal audits and reviewing/revising all

processes

• Coordinated weekly meetings with all employees to improve communication, build team spirit and improve

job performance

Manufacturing Engineering, Land Systems, Sterling Heights, Michigan October 1990– February 1996

Reported to Director; supervised a staff of 4 employees; Maintained effective balance between big-picture, strategic

thinking and focus on details necessary for program launch; Successful in achieving buy-in from upper management

for key strategies.

• Analyzed and improved assembly line methods using simulation procedure methods

• Facilitate meetings using Design for Manufacturing (DFM) principles to reduce product costs

• Assisted Lima Tank plant team concepts in product design reviews for the M1A2 tank program

• Support new tooling and fixture concepts with designers to develop tools for tank program

• Scheduled activities and planned resources to meet design deadlines

• Created matrices to implement M1A2 production launch

Production Supervisor, Detroit Tank Plant, Warren, Michigan July 1986– September 1990

Report directly to Superintendent; supervised a staff of 36 employees; Successful in identifying areas of strength and

weakness and implement company policies, standards, changes in operations, and systems that optimized productivity.

• Supervised, motivated, and evaluated performance for 36 employees

• Estimated operator hour requirements by studying production schedules to complete job assignments within

deadlines

• Earned reputation for delivering outstanding results regardless of environmental challenges; consistently met

or exceeded all efficiency and schedule targets

• Recognized for supervisory skills; given varied supervisory assignments in all areas of the plant for

development purposes

Education / Development

Central Michigan University

Bachelor of Science in Business Administration, Emphasis in Marketing

Whole Systems Architecture (WSA) Change Champion:

Training on developing high performance work teams

Lead Institute Graduate:

Leadership & Style Development Program

Microsoft platform applications

MS Excel, Word, Power-point, & MS project and other data analysis tools

Six Sigma Certification

Lean Training / Implantation

EVMS Fundamentals

ISO Lead

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