Customer Service Sales

MARK A. STICKLEY

*** ****** ******, **********, ** 15108 412-***-**** ************@*****.***

SUMMARY

General Manager bringing a full career of diverse, proactive, operations management and P&L responsibility, hands-on

experience, skills, and applied knowledge in supply chain management and multi-facility manufacturing operations. Proven

success in continuous performance and cost improvement by implementing and applying team building and lean principles,

organizational effectiveness methods, innovation, and communications.

A career of four levels of promotion from 2002-2014 and three levels from 1992-2002 to increasingly responsible and

accountable management positions for both private equity and publicly traded companies, with greater overall complexity

and impact, and a career record of recognition by executive management for meeting/exceeding goals for plant profitability

and operational excellence.

PROFESSIONAL EXPERIENCE and KEY ACCOMPLISHMENTS

Turf Care Supply Corp. (a Platinum Equity portfolio company, formerly LESCO), Martins Ferry, OH 2002-2014

General Manager of Manufacturing and Distribution 2009-2014

Managed company with $400 million in sales of chemical products to supply chain contracts and company accounts with

staff of 360 employees through 4 general managers, 3 distribution centers, and 2 third party managers, in a highly regulated

environment.

• Project leader of successful $10 million new continuous coating process integration within budget and ahead of

production online date.

• Reorganized manufacturing and distribution after loss of primary customer and 90% of sales lost, resulting in $2

million EBITDA first year of reorganization.

• Developed yearly capital expenditure plan for approval by private equity ownership based on return on investment

and recommended requirements to maintain the facilities.

• Represented company on all local, state, and federal regulatory agency inspections and audits (EPA, Department of

Agriculture, Department of Homeland Security, and OSHA).

• Realized production efficiencies and reduced downtime on continuous and multi batch packaging production

facilities by implementing cost effective staffing levels; right people, right place, right time methods.

• Managed labor relations in a union environment and negotiated multiple labor contracts/agreements.

General Manager, Central Region 2005-2009

• Added on-site active management responsibility/accountability for 2 full distribution centers in Ohio (3PL) and

Georgia and 2 cross dock facilities in Illinois and Texas that achieved assigned safety, quality, cost, and on-time

performance targets.

• Organized/directed overall management operational activities and performance of production and warehouse

operations by maintaining productive and cost-effective staffing levels in all departments.

General Manager, Martins Ferry Manufacturing Operations 2002-2005

• Used operations/financial backgrounds to quickly and fully understand significant control factors that drove success

and importance of chemical balance of ingredients for pesticides, from raw materials to finished product ready for

on-time shipment.

• Implemented safety program via use of web-based and on-site training, meetings with safe job procedure contacts at

start of each shift, PPE, strict adherence to EPA regulations, and monthly coverage of 14 OSHA required subjects that

reduced yearly recordable safety incidents from 19 to 2.

• Dramatically improved operating reliability/costs in a continuous process by 16% by implementing

predictive/preventive maintenance.

• Created/delivered annual plant operating plan and technical strategic plan that achieved company profit,

manufacturing cost, and product availability objectives, while adhering to a zero-based budgeting process.

• Monitored Key Performance Indicators and plant performance data that focused the entire facility on these strategic

factors and their importance to achieving all related objectives to support short and long term sales and profit

strategies for successful achievement.

• Developed, coached and motivated leadership team that continuously achieved expense, safety, product quality,

performance reliability, and customer service goals.

• Placed major focus on continuous improvement by implementing and applying team building and lean principles, and

maintaining effective, cooperative, and intentional working relationships with strategic materials suppliers, logistics,

marketing, sales, and procurement departments.

• Managed operation with wide variety of equipment – conveyors, blenders, mixers, elevators, screeners, conditioners,

cooler, chiller, fluid bed transfer, and rotating kiln.

Mark A. Stickley Page 2.

Operations Senior Plant Controller, Martins Ferry 2002

• Continued hands-on organizational involvement of controller function with intimate involvement in all aspects of

operations, rather than being just an arms-length financial department, and parlayed this combination skill set into

manufacturing management; began fix of inventory issues.

• Provided timely and accurate financial/operational information related to activity of the manufacturing facility, while

developing in-depth knowledge of operations.

Wheeling-Pittsburgh Steel Corporation 1992-2002

Operations Plant Controller, Steubenville, OH Plant

1997-2002

• Managed all accounting functions at fully integrated, multi-facility, basic steelmaking operation with budget of $550

million per year, expenditures of $60 million per month, and inventories of $90 million, with staff of 8 supervisors

and 90 personnel; reported through operations management.

• Developed plant operating budgets, standard product costs, monthly and annual business plans and forecasts for plant

operating expenses and manufacturing performance.

• Reviewed annual capital project requests totaling over $25 million and approved those to be included in the plant

financial plan based on justification criteria and contribution to overall profitability of the operation.

• Chosen for and contributed to ERP implementation and software selection, based on knowledge of these two

functional areas.

Operations Plant Controller, Yorkville, OH Plant 1995-1997

• Managed financial operations of coil pickling, cold and double cold reduction, washing, annealing, and tin coating

facility with annual sales of $250 million.

• Contributed financial expertise and understanding of operations to cost-saving initiatives that reduced both

manufacturing costs and clerical force from 70 to 35, by analyzing all jobs, and eliminating duplication/combining

jobs.

Operations Plant Controller, Beech Bottom, WV Plant 1992-1995

• Used detailed knowledge of costs associated with coil painting and roll forming operation into steel roofing and

siding at plant with sales of $100 million per year, to develop standard costs to properly/directly relate selling prices,

and accurately allocate operating costs.

Previous experience as Coordinator – Operations Accounting and Senior Cost Analyst

EDUCATION and PROFESSIONAL DEVELOPMENT

BS, Business Administration, Major in Accounting, Clarion University, Clarion, PA

Lean Six Sigma Black Belt Training Certification

HAZWOPER Technician Refresher training

Hazard Communication

OSHA UN GHS/SDS

Haz Waste/RCRA hazardous material training

Department of Transportation identification (placards and labels)

Integrated Contingency Plan

CPR, AED and Basic First Aid training

Americans with Disability Act training/implementation

Production Planning

Inventory Control

Raw Material Procurement

Cost Handling Seminar

COMPUTER SKILLS

Advanced in Ross ERP, Word, Excel, PowerPoint, One Note, Outlook, Explorer; Knowledgeable in Access

ACTIVITIES

Physical Training, Youth Coaching, Water Sports

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