Steve Thornton...

**** ***** ******* ***** . ******, MS 38651 . 630-***-**** .

acgow4@r.postjobfree.com

SENIOR BUSINESS EXECUTIVE and expert in continuous improvement

methodologies with a history of driving significant profit improvement

through business growth, business rationalization, productivity

improvement, margin increases, cost reduction, and improved execution.

Experience includes turnarounds, plant startup, high volume and low volume

manufacturing across automotive, aerospace, power generation, and

industrial markets. Core capabilities include:

. Build and Lead High Performance Teams

. Global Business Growth

. 80/20 Business Models

Skills and Competencies

. Leadership

. Strategy Development/Execution

. Multi-Site Business Unit Leadership

. Business Turnaround

. Value Proposition/Brand Development

. Value Chain Analysis

. Lean/Six Sigma

. Theory of Constraints

. Problem Solving

. Consultative Sales

. Market Team Management

. TOPGRADING

A Career of Driving Business Transformations

SCHULZ XTRUDED PRODUCTS, Hernando, MS 2014

Startup business with a $100 million potential that is a member of the

Schulz Group of Companies.

Vice President, PIPING PRODUCTS (2014)

Challenge: Startup a cold pilgering pipe plant including construction and

equipment installation; and lead the subsequent joint venture to serve the

OCTG market with seamless cold worked stainless, nickel alloy, and duplex

pipe.

Notable Achievements

. Provided leadership, oversight, and organization to the plant startup

project;

. Improved the culture of the 20 person production workforce.

PLYMOUTH TUBE COMPANY, Warrenville, IL 2001 - 2013

$300M privately held manufacturer of specialty parts for aerospace, energy,

and capital equipment markets.

Vice President, White metals group (2008 - 2013)

Challenge: Turnaround three business units; double the revenue of one

business unit; and improve the performance of all units.

Notable Achievements

. Won three aerospace major multi-year contracts valued at $30M per year

with a bottom line impact of $9M per year. Provided oversight for $15M

capacity expansion to support growth.

. Improved the profitability of a new acquisition by $5M per year in a $25M

business through 80/20 restructuring of customers, products, and cost

structure in a one-year time frame.

. Improved profitability of condenser tubing business unit by $4M per year

by deploying a life cycle based value proposition, developing a high

performance leadership team, and upgrading processes and equipment.

. Increased market penetration in India from $3M to $12M per year by moving

to one agent and through technical support with a bottom line impact of

$2M per year.

. Championed lean initiative resulting in AME award at one unit.

. Upgraded the value proposition of one business unit resulting in a 15%

increase in pricing and a $1.5M bottom line impact each year.

. Built high performance management teams at each business unit.

vice president, sales and marketing (2006 - 2008)

Challenge: Transform a fragmented, traditional, under-performing group of

sales and marketing resources into a high performance team.

Notable Achievements

. Organized and upgraded the organization; implemented consultative sales

processes; and deployed market driven management teams resulting in a

$60M increase of organic growth per year with a bottom line impact of

$12M.

. Established value chain market analysis for major markets as a basis for

brand and value proposition development and end-user marketing campaigns.

. Applied 80/20 principles to account management and customer service

plans.

. Implemented a formal product and customer profitability analysis using

activity based costing or theory of constraints money flow techniques as

appropriate.

general manager, West Monroe, LA (2001 - 2006)

Challenge: Improve performance of business unit focused on producing heat

exchanger tubing with old and unreliable equipment and poorly defined

processes in a market that viewed the product as a commodity.

Notable Achievements

. Upgraded the management team and the engineering staff.

. Implemented a policy deployment management system resulting in an

increase in on-time performance from 92% to 98%; reducing cycle time by

80%; and improving yield by 41% or $800K per year.

. Created and marketed feedwater heater tubing brand resulting in increased

market share; doubling of value add margin; and doubling of revenue with

a bottom line impact of $6M per year.

. Launched lean initiative that later resulted in winning an AME award.

EXATEC LLC, Wixom, MI 1999 - 2000

Joint venture between Bayer AG and General Electric to develop and

commercialize plastic automotive windows.

operations director

Challenge: Transform the business from an applied R & D and marketing

organization into a global manufacturing company. Six months into my role,

the board of directors changed the strategy from manufacturing to licensing

technology.

Notable Achievements

. Enhanced organizational capability with respect to project management and

manufacturing engineering.

. Developed a key performance indicator driven financial model of the

business in order to predict profit, investment, cash generation, and IRR

at different phases of manufacturing capability.

HYDRO ALUMINUM, Lausanne, Switzerland 1990 - 1999

Division of conglomerate, Norsk Hydro

vice president, operations, Adrian, MI (1995 - 1999)

Challenge: Retain $25M per year automotive contract against a formidable

Japanese competitor and improve financial performance.

Notable Achievements

. Won a 4 year $25M per year contract ensuring viability of the business

unit.

. Reduced cost structure by $4.2M per year through automation, lean

initiatives, tripling die life, and other cost reductions.

. Reduced scrap rate from 8% to 4% and customer ppm to less than 3.0

utilizing Six Sigma tools.

. Negotiated a five-year contract with UAW that increased worker

flexibility, redefined the bonus scheme to include product quality, and

reduced overall compensation by 3.5% in the first year.

financial Manager, Puckett, MS (1994 - 1995)

Challenge: Organize and improve performance of administrative team of 21

employees in the areas of accounting, materials management, safety,

environment, and information technology.

Notable Achievements

. Implemented a policy deployment system that yielded purchasing cost

reductions of $230K per year; reduced medical costs by over $100K through

conversion to an EPO; and reduced raw material inventory from 15 days to

3 days.

. Upgraded 30% of the administrative team.

production area Manager, Puckett, MS (1993 - 1994)

Challenge: Improve performance of production, manufacturing engineering,

and maintenance staff of 99 employees in finish area.

Notable Achievements

. Implemented lean daily management resulting in a 10% increase in

productivity.

human resources Manager, Puckett, MS (1990 - 1993)

Challenge: Organize human resources activities at a plant startup with

over 300 employees and lead a staff of three.

Notable Achievements

. Developed and implemented all human resources policies and procedures.

. Championed lean manufacturing initiative for the business.

Education

Master of Business Administration - MILLSAPS COLLEGE, Jackson, MS

Bachelor of Industrial Engineering - AUBURN UNIVERSITY, Auburn, AL

Designs and Delivers Business Transformations

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