Senior Level Executive

Mark J. Celusniak

*** ****** **** **** ******, Winston-Salem, NC 27101 . 413-***-**** Cell

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

Aerospace - Defense - Industrial

President

' ' '

"Result-focused & versatile executive leader with proven track record of

profitability"

Chief Operating Officer with significant achievements encompassing

multiple location P&L accountability with worldwide experience and market

focus. Detailed hands on involvement in marketing, finance and operations

combined with long term planning skills to offer unique in-depth multi-

disciplinary skills (Marketing/Operations/Finance) demonstrating expertise

in: Revenue, Profit & Market Share Growth, Team Building & Management

Leadership, "Lean Manufacturing" Implementation and Leadership, New Product

Development/Market Launch, Acquisition, Divestiture, Partnership &

Alliance. Incisive, high energy business executive with exceptional record

of performance in an extremely dynamic and competitive global market.

Career History & Performance

DONCASTERS GROUP, LTD

Staffordshire, uk 2013 - 2014

"$1 Billion+ International manufacturer providing precision components and

assemblies to the aerospace, power generation, and specialty automotive

industries. Key products include airfoils, structures, casings, rings,

exhausts and combustion components for gas turbine applications,

aerostructures and components for airframe applications, fasteners for the

construction, industrial, transportation and energy markets, and compressor

and turbine wheels for the turbocharger market employing 6000 people across

Europe, the USA, Mexico and China. Clients include Boeing, GE, MTU, Pratt &

Whitney, Rolls-Royce, Snecma, Hamilton Sundstrand and Honeywell in

aerospace and Ansaldo, Alstom, GE and Siemens in industrial gas turbine

technology."

President - Doncasters - GCE Chula Vista, CA

P&L responsible for Unit of Combustion Systems Division global

business driving productivity and profit. GCE is a manufacturer of

industrial gas turbine combustor components which include liners, end

caps, aft frames, flow sleeves, transition ducts, impingement shields,

stator assemblies and exhaust collectors. Processes include tooling,

kirksite die casting, vacuum furnace heat treatment, acid cleaning, drop

hammer metal forming, 2000 ton hydraulic press forming, robotic welding

and plasma cutting, 5 axis CNC machining, multi-axis laser processing,

and real time x-ray & inspection services. Report to President of

Turbine Engine Components Group.

Key Activities / Accomplishments:

Recruited to organize, focus and reinvigorate a marginal

performing business and utilize contacts to expand business offering

and establish a presence in the aerospace turbine engine

components marketplace.

. Record 2013 Sales / EBITDA /Cash Flow.

. 15 percentage point increase in productivity.

. Significant step change in Labor Absorption.

. Overdue reduction $5M to less than $300K in 5 months.

. Re-Established Customer relationship by superior Customer Service

Mark J. Celusniak

Page Two

Experience Continued

TurboCare - Siemens AG

Hartford, CT 2009 - 2012

"A $600 Million Group, autonomously operating within Siemens Energy AG,

offering comprehensive solutions in the industrial and power generation

markets in more than 100 countries worldwide. TurboCare Group of

Businesses combines the strengths of its long history of steam turbine

service capabilities with the gas turbine service capabilities of several

joint ventures. It has added compressor, generator and electric motor

service and overhaul capabilities, as well as local service shops, to be

able to provide full service solutions to the customers regardless of

rotating equipment manufacture and brand."

Global Director- Gas Turbine Repair

P&L responsible for $150 Million global business driving productivity

and profit thru (4) Business Units locations consisting of Operations in

Winston-Salem, NC, Dallas TX, East Hartford, CT and Turin, Italy.

Recruited to establish a Greenfield site focusing on the higher

technology end of the Industrial Gas Turbine Market. In addition, full

P&L responsibility for the Dallas and East Hartford facilities and the

eventual integration into the Winston-Salem Operation. Report to Global

COO.

Key Activities / Accomplishments:

Recruited to establish Greenfield site focusing on higher technology

end of Gas Turbine market encompassing a

$50 Million investment with capital expenditure showing 3-year break-

even point. Spearheaded building expansion,

equipment purchase, integration and management structure.

. Full site responsibility including new parts manufacture, as well as

component repair.

. Achieved 90% labor utilization, and rework less than .01%.

. Thwarted union attempt in Winston-Salem.

. Year-on-year sales doubled each of three years.

. On-time delivery of 92% thru Site's integration, and closure.

. Processes: Tig, Resistance, and Laser Clad Welding, 5-Axis Grinding,

Water-Jet Cutting, 8-Axis Laser Drilling,

Laser Cutting, 5-Axis Milling, Fabrication and Assembly.

. Materials: Alloy Steels from Forging, Plate, Bar Stock and Castings.

. Components include Combustion Chamber, Transition, Blade Ring

Assemblies, and various rotating parts.

Wood Group, PLC

East Windsor, CT 2005 - 2009

"A $4.5 Billion Group offering comprehensive solutions in the industrial

and power generation markets in more than 50 countries worldwide with

41,000 employees. Key business focus in Oil & Gas and Power Generation

markets. Worldwide these services include Engineering, Procurement and

Construction Management, Facility Operations & Maintenance, and

Repair & Overhaul of Turbines and other high speed rotating equipment."

Executive Vice President & Director- Component Repair

P&L responsible for $100 Million global business driving productivity

and profit thru (400) employees and (3) Business Unit Non-union

locations consisting of operations in East Windsor, CT, Dundee,

Scotland, and Rayong, Thailand. Reported to Sr. VP Global Operations.

Key Activities / Accomplishments:

P&L and balance-sheet responsibility for Connecticut repair

operation. Assumed expanded responsibilities to include Scotland and

Thailand sites in turnaround situations. Developed operating business

unit responsible for cost performance. Transitioned Connecticut site

from operating loss of $3,800,000 in 2005 to profitable position in

2008. Achieved ISO 9000 certification. Created Pareto graph of shop-

floor performance and identified products requiring major areas of

focus.

. Championed removal of $1.6M in excess fixed costs through conducting

complete analysis of profit/loss and balance

Sheet for Connecticut operation. Prepared plan and secured approval

for cost-eliminations.

. Analyzed order book and identified loss-producing multi-year contracts,

by virtue of inadequate pricing. Organized exit

from contracts, reanalyzed year-to-date performance net and found

company breakeven.

. Increased on-time delivery from 44% to 95%.

. Conducted complete P&L and balance-sheet review for Scotland operation.

. Achievement of contribution margin estimate versus actual 101%, and

15%+ annual sales growth.

. Identified four major customers, who from an account standpoint were

major loss-makers. Two prior site restructures

did not achieve committed improvements. Business was dissected and

subsequently sold.

. Conducted six site visits to Thailand operation to determine

requirements to place group in profitable position. Identified

lack of leadership, lost contracts through shop-performance issues

and failure of product to move through factory.

. Strengthened key positions, including new site Managing Director.

Organized placement of Connecticut technical

personnel on site for extended periods for comparative purposes in

regard to throughput.

. Developed independent incoming inspection team to eliminate product

bottleneck and increase work in process.

. Reduced receiving inspection cycle time from 46 days to 14.

. Increased work in process from $1,000,000 to $2,600,000.

Mark J. Celusniak

Page Three

Experience Continued

Precision Castparts Corp

Portland, OR 2004 - 2005

"A $5 Billion World Leader in structural investment castings, forged

components, and airfoil castings for aircraft engines and industrial gas

turbines. Airbus, Boeing, GE, Rolls-Royce, and many other leading

manufacturers depend on PCC for critical airframe, engine,

power generation, and

general industrial components."

General Manager - Wyman Gordon Grafton, MA

P&L responsible for $150 Million Division producing Closed Die

Forgings on a Global basis. Markets consisted of both air-frame and

turbine engine applications. Improved operational effectiveness to

insure competitive positioning. Report to

Group President.

Key Activities / Accomplishments:

. Reduced variable costs per earned STD hour by 8% in less than a 12-

month period through a series of productivity improvements,

subcontracting and spending reductions.

. Reduced inventory by 18% converting the reduction into $5,000,000 of

additional cash.

. Restructured and reduced fixed head-count, leading to fixed cost

structure reflecting all-time low for associated revenue.

. Insured on-time delivery of Key-Development Programs, positioning

next-year growth of 16% net of metal-market.

. Metal Conversion included Ingots, Billets, Plate Sheet of various

alloy steels (Forging and Machining).

. Suppliers were Teledyne Allvac, Precision Rolled Products, and

Carpenter Technologies.

. Products were Landing Gears, Door Frames, Disks, Spacers, Bulkheads,

Wing Beams, Flap Tracks and Pistons.

. Product weight varied from several hundred pounds to in excess of

20,000 pounds.

. Successful implementation of material revert program.

Teledyne Corporation

Los Angeles, CA 2001 - 2004

"A $900 Million Leader in Aerospace Turbine Engines, Components and

Engineering Services."

VP / General Manager- Teledyne Technologies Toledo, OH & Mobile, AL

P&L responsible for $100 Million turbine-engine business. Held

responsibility for revitalizing and strengthening mature business

through strategic initiatives. Created greater competitive positioning

through operational effectiveness. Restructured military contractor for

activity in commercial aerospace market. Defined company strategy

completion, developed options, earned approval and contributed to

execution. Identified potential buyers in marketplace and contributed

to due-diligence reviews. Positioned company successfully for future

growth. Report to COO.

Key Activities / Accomplishments:

. Organized independent market analysis of existing and upcoming

programs to determine future revenue stream.

. Completed P&L balance-sheet review, eliminating $6M in costs and

reducing inventory by $4M annualized; 7.8 turns.

. Introduced contract manufacturing, Six Sigma methodologies and

computer-aided process planning.

. Led manufacturing exit strategy from Toledo to Alabama operation,

converting site to design, assembly and testing.

. Commissioned advanced manufacturing cell in Alabama, including

construction, equipment-acquisition and staffing.

Dowty Aerospace

Cheltenham, UK 1980 - 2000

"A $2 Billion Manufacturer of Hydraulic and Actuation systems, Advanced

Propeller Systems, Turbine Engine

Components, and Tubular Systems, as well as owning the Hamble Aircraft

Structures Business."

President - Turbine Engine Components Group 1996 - 2000

P&L responsibility for $300,000,000 Division, consisting of (8) eight

companies with nine facilities as well as 1,400 employees located in

North America and Europe. Technologies included Precision Machining,

Screw Machining, Fabrication, Steel Alloy Conversion, Non-Traditional

Machining (Electron Beam Welding and Laser) and Cold Roll Metal Forming.

Directed operation of world leader in aircraft ring technology,

supplying gas turbine-engine components to all major programs.

Successfully launched multi-year contract-development function. Earned

multiple key accounts, provided division with strategic tool for

forecasting production volumes and created steady revenue base. Created

new roles within customer service, warranty and repair, sales and

business development, as well as spearheaded ten-person top management

team.

. Produced more than 20% return on sales, with a 100% cash conversion

while investing in companies.

. Acted as major contributor to corporate strategic planning and

acquisition teams, leading purchase of Tri Industries for

$70,000,000, diversifying portfolio of companies with repair &

refurbishment enhancing position in value-added chain.

. Developed new business strategy to comprehend market changes in

declining sectors while focusing organization on

growth products and technologies in tangential sectors, increasing

served market breadth as well as revenues.

. Expanded into rapidly emerging Asia-Pacific market as well as focused

sales and business development activities on

emerging-growth programs. Closed $30,000,000 three-year contract

with General Electric and Pratt & Whitney.

. Focused on measuring business improvements, resource constraints,

productivity challenges and cycle time to achieve

50% progressive increase in sales per employee in two-year period.

. Increased productivity by 20%, enhanced inventory turns, lowered unit

costs and outperformed competition by deploying

process-improvement and Lean-manufacturing methodologies throughout

organization.

Mark J. Celusniak

Page Four

Dowty Aerospace Experience Continued

Executive Vice President & General Manager- Worldwide Rings Business

1995 - 1996

P&L for $175 Million worldwide rings business area, consisting of four

standalone companies: King Fifth Wheel, Tru Form, Reynolds Rings, Lewis

& Saunders, and Titeflex. Launched value-added sales and services,

transitioning away from high-priced material-content revenues.

Introduced residual-value strategic marketing concept, an attractive

proposal to prime customers due to escalating industry metal prices, to

create profitable new revenue stream. Differentiated company in

marketplace by superior customer focus. Diversified customer base,

minimizing reliance on single input. Completed ISO 9002 and 14001 to

earn industry recognition.

. Doubled size and increased caliber of sales organization, targeting

specific products, programs and opportunities, to maximize market

penetration as well as client activity. Refocused sales to high-

potential products and opportunities.

. Realized 30% annualized growth over three-year period within highly

competitive and price-sensitive market.

. Leveraged cold-rolled process, capturing position on mainstay growth

program.

. Achieved $50,000,000 revenue increase in two years, improved quote

capture rate to 80% for targeted accounts and oversaw King Fifth

Wheel division generating return on sales exceeding 32%.

. Captured $2,000,000 long-term contract with major client.

President & General Manager

Lewis & Saunders Aerospace International, Laconia, NH 1992 - 1995

P&L responsibility for $100 Million Division, consisting of two

companies and three manufacturing businesses in New Hampshire,

Massachusetts and France. Oversaw operations, including manufacturing

of rigid and flexible tubular assemblies for commercial and military

applications. Flexible Tube Operation was also a Tier 2 Supplier to

Automotive Industry. Led successful turnaround of two operations with

350 employees and multiple product lines.

. Overcame $5,000,000 in net losses, lack of product backlog and

employee, productivity and operational issues.

. Reorganized and reengineered operation, including redundancy of first-

line management. Developed strategic plan, outlined vision and

mission, and implemented management by objective business approach to

create profitability as well as productivity.

. Identified, recruited and placed competent first-line management.

. Cut operating losses by 50% within one year. Achieved profitability

within second year. Maintained mode, transitioning to $4,000,000

profit in four years

. Implemented new systems and internal controls for production,

inventory, material management, and product and parts pricing.

. Increased prices by 25% while maintaining competitive position.

. Utilized process improvement program to triple inventory turns and

maximize plant-utilization levels. Reduced production man-hours by

up to 60%.

Vice-President & General Manager 1983 - 1992

Valley Manufacturing Corporation, Wilkes-Barre, Pennsylvania 1980 -

1983

Rapid promotion from entry line management position to Quality Manager,

Operations Manager and to VP/GM within 3-years becoming youngest VP/GM

in company's history. Directed profit and loss for under-performing

$5,000,000 machining division to aerospace industry. Transformed

organization, growing sales to $25,000,000, with 20% operating margin.

Education & Professional Development

Bachelor of Arts - KINGS COLLEGE

Certificate of Metallurgy - Penn State University

Certificate in Tool & Die - Wilkes-Barre Vo-Tech College

Certificate in Strategic Marketing from INSEAD,

Fontainebleau, France

United States Government Secret Security Clearance

Personal

Born in Pennsylvania, Married (Catherine) with 4-children. Enjoys fishing,

woodworking and landscaping.

References Available Upon Request[pic]

. Vision & Leadership: Multi-Site total P&L growth from leading P&L's

ranging $50M to $300 Million Global business. Coaching and team building

expertise providing inspirational leadership during difficult and

challenging times.

. Complex business issues: Decisive, action and results focused

visionary leader who will create high-performance, aligned organizations

while developing next-generation leaders and executives.

. Metric Driven: Highly refined business judgment and management depth

creating +20% EBIT, reduced working capital to near single digit ratio to

sales, and cash generation near 100% of profit conversion. Leveraged

purchasing synergies and insured technological parity thru capital

investment.

. Create Roadmap: Establish strategy build alignment, maximize capital

investments and execute superior performance. Proven track record of

meeting milestones, costs, and EBIT stretch goals.

. Relationship Building: A knack for developing powerful relationships

with key internal and external decision makers to persuade and negotiate

at the highest levels.

Demonstrate broad strengths in:

. Leadership

. Business Development

. Acquisition Integration

. Drive P&L Metrics

. Operations "Turn-around"

. Continuous Improvement

. Best Practices

. Leveraging Technology

. Cost Containment

. Dynamic Team Building

. Cultural Transformation

. Process-Orientation

. Mentoring

.

.

Contact this candidate