Sales Customer Service

GREGORY STRANGWAYS

**** ********* ****, ******** ***** VA 23451 • ********@*****.*** • home 757-***-****

SUMMARY

Experienced leader with full P&L responsibility in multiple industries. Broad experience leading technology based

companies, with multi location and international responsibility experience. Successful leadership in sales, business

development, manufacturing (union and non union), engineering, and R&D. Significant financial comprehension, with

knowledge of all aspects of business financial analysis and the M&A process.

Professional Experience

LifeNet Health 2013 to 2014 LifeNet Health is an organ and tissue bank, primarily in the osteobiologics, spine, and

cardio / vascular markets.

Director of Planning and Logistics

Direct the Operations Planning Department, Packaging, and Distribution for four Manufacturing locations.

• Developed and implemented the S&OP (Sales and Operations Planning) process to integrate sales, financial, and

production planning.

• Created financial analysis tool to predict manufacturing variance. Tool forecasts monthly financial variances and

recommends mid-month production modifications required to meet budget. Forecast accuracy is now within 5% of actual

variance.

• Implementing Lean Manufacturing within the Distribution department. Improving overall efficiency with space and

handling, and instilling a continuous improvement culture. Maintained same overall footprint and headcount with significant

new product launch.

• Developed strategic plan for SAP planning and scheduling improvements.

Cobham, Plc.) 2010 to 2013 Cobham Plc is a British technology Company, focusing mainly in the Defense electronics

industry.

Director, Excellence in Delivery East

Direct the implementation for the EiD (Excellence in Delivery) program which consists of three elements: Standard

Operating (Lean) framework, Integrations, and ERP conversion. Divisional support for 300MM revenues and 6

manufacturing sites.

• Lead transformation of the Standard Operating Framework processes and tools throughout Business Unit locations.

• Member of executive team to rationalize 3 locations. Developed detailed plan for closing and transitioning product

lines to remaining facilities.

• Successfully conducted 2 week “boot camp” for supply chain training from 6 locations. Training objectives were to

improve organizational strength, align manufacturing and sales, and reduce inventory.

• Developed process gap analysis of critical operations to prepare for ERP conversion in 2014. Ensured resources

were allocated and timelines were met to close gaps and met project milestones.

Director of Operations

Operational accountability for the Suffolk manufacturing location. Charged with ramp up of Greenfield facility and transition

of headquarters from San Diego to Virginia. Member of the Executive Core team, reporting to the Division General

Manager. Responsible for Program Management, Engineering and Manufacturing functions. With the site integration

project in 2012, I moved to a Corporate Process change role (above).

• Lead transition and startup of multiple customer contracts, including P&W, Raytheon, and BAE.

• Successfully implemented “Made to Manage” MRP system in Suffolk within 3 months. Automated production

reporting and created KPI’s to track performance.

• Built a successful Operations team and created a highly productive organization within the company. Empowered,

trained, and mentored Program Managers and Functional Managers.

• Championed successful AS9100 audit to move from rev B to rev C with zero findings.

• Lead Lean Manufacturing initiatives to improve costs, schedule, and quality performance metrics while implementing

standard reporting procedures.

• Trained employees on understanding how their responsibilities can positively affect the bottom line.

• Nominated to be part of the Company’s Division High Potential program

MTI Specialty Silicones Inc. (U.S. subsidiary of MTI Global Inc.) (2003 2009) MTI Global is a public material science

company with headquarters in Toronto.

Vice President, General Manager

Reported to the CEO. Full P&L / operational accountability for the North American Division (3 manufacturing locations, 2

non union, 1 union), plus business development responsibility for Asia and Europe. U.S. responsibility included sales /

marketing, manufacturing, customer service, HR, payroll, and R&D. Developed the directives and set measurable goals for

the Division. 200+ employees.

• Organized sales group to target key development projects and worldwide sales. Expanded direct sales group in the

U.S. and Europe. Hired new rep groups in China, Japan, and South Korea.

• Developed plan to expand strategic direction of division by broadening product lines and geographic focus. Sales

revenue grew from $5MM to $21MM both from acquisition and organic growth ($25MM annualized in 2009). Profit

improved from an annual loss of $300K to a positive $800K.

• Upgraded the ERP system, converting to standard costing and implementing new reporting techniques. Results

were better P&L interpretation, immediate availability of information, and better correlation to department goals and

achievements.

• Led 3 to 2 plant consolidation in 2008. Negotiated closure of unionized (Steelworkers) plant. Added organizational

strength and reduced costs.

• Partnered with key suppliers. Championed Six Sigma project, resulting in 30% scrap reduction.

• Developed standardized reporting procedures between locations.

• Championed acquisition strategy, resulting in two successful acquisitions (2004 and 2007) and pending Asian joint

venture. Led integration process with acquired facilities.

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• Directed Lean Manufacturing implementation across the Division. Began with 5S and Value Stream Mapping, then

implemented specific Lean techniques required for continuous process improvement. Results were focused on cost

reduction, on time delivery, and quality performance improvement.

• Developed and implemented integrated supply chain strategy. Reduced DOI (Days of Inventory) to all time low in

2008.

Tyco Electronics (2000 – 2003) Tyco Electronics is the $10 Billion electronics division of Tyco International

Manager, Manufacturing Engineering, Planning, and Technology Transfer

Staff position, with major focus on reviewing acquisition opportunities, integrating completed acquisitions, Lean

Manufacturing implementation, Six Sigma projects, and identifying and coordinating the development of new and emerging

technologies. Responsibly included leading the Planning and Technology group, along with manufacturing engineering (3

locations) and the Materials Development Laboratory

• Successful operational integration of 6 acquisitions. In addition to operational integrations, 2 of the 6 acquisition’s

responsibilities included initial review of the business plan, current company P&L validation and pro forma modeling

for integration, acquisition due diligence, and completion of final integration.

• Division implementation of Lean Manufacturing. A formal training program was established through the Virginia and

Pennsylvania Manufacturing Extension Partnerships. Results included a substantial reduction in lead time, the

elimination of waste within the process, and a substantial improvement in employee empowerment.

• Created and implemented mentoring program which identifies individuals with growth potential, then employs a

structured program to increase technical and leadership skills.

• Led Six Sigma project for defect free new equipment build. Used process that combined Lean and Six Sigma

techniques (DFSS).

Owens Corning, Building Materials Solutions Division

Owens Corning is a Fortune 500 company serving consumers and industrial customers with building

materials and composites. Owens Corning purchased the Reynolds construction division in 1996. Reynolds

Metals was a Fortune 500 company and a manufacturer of fabricated aluminum products.

Plant Manager

Responsible for creating and implementing the operating business plans for the fabricated aluminum housing

and construction product lines in the Midwest region. (full P&L responsibility - $25 million revenues).

• Grew annual business unit revenue by over 20% each year, while overall market growth was 3 5%.

• Decreased lead times, increased product line depth, and substantially improved on time deliveries. Profit growth

matched revenue growth.

• Empowered, trained and mentored functional managers to strengthen their cross functional skills and to be

accountable for the cost, schedule, and quality of deliverables.

• Created a pricing strategy for new customers that improved product line profitability.

• Implemented ERP (Enterprise Resource Planning) system that increased supply chain efficiencies.

• Led implementation of Lean Manufacturing. Training was with University of Kentucky (TPS) and benchmarking with

GM facility in Wisconsin. Results of implementing Lean Manufacturing in addition to above included surpassing

inventory reduction of 10% while product line increased by over 90%, and decreased shipment lead times by 25%.

• Obtained Six Sigma Green Belt certification.

• Administered program execution using Earned Value Management System during the Development Phase of the

program.

Owens Corning / Reynolds Metals Richmond, VA ( Owens Corning purchased the Construction Division of

Reynolds Metals in 1996.)

Increasing responsibility in several Reynolds Divisions, starting in engineering, moving through project management, and

ultimately into manufacturing management.

• Project manager for multi million dollar projects. (7 years) Projects included technology upgrades, automated

equipment installation, and Greenfield plant construction. Both U.S. and international project experience.

Promoted to full project manager, managing several projects simultaneously.

• Developed computerized data acquisition system and trained operators how to use the data to manage and

improve their processes.

• Engineering manager, responsible for 30+ employees, including engineers, mechanics, and purchasing. $40MM

budget. (3 years)

EDUCATION

Masters, Business Administration, University of Richmond

B. S., Mechanical Engineering, Virginia Tech

Professional Engineer, Licensed in Virginia (not currently active)

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