Manager Sales

Edward F. Cotter

** ********* ***. ( NEWMARKET, NH 03857 ( (H) 603-***-**** ( (C) 781-413-

**** ( ************@*****.***

Executive Profile

A dynamic and experienced Senior Executive with expertise in directing

manufacturing organizations in turnaround, start-up and high-growth modes.

A leader focused on achieving results using key metrics to drive

operational excellence and financial success. Experienced with multi-

national manufacturers and sourcing organizations in highly competitive

markets.

Selected highlights:

. Successfully managed growth and expansion of $25 Million enterprise to

$140 Million in 3 years. Growth as Tier 1 automotive supplier for

European Based parent in NAFTA market.

. Instituted metric based continuous improvement environment focused on

cash flow, inventory reduction, and zero defects.

. Fixed growth strategy for existing customer base and new customers

through effective product definition and development.

. Established initiatives for operational wide safety, quality, cost

management, and delivery programs.

Core Competencies

Organizational Development Strategic Planning & Financial

Process / Productivity Operations Management-P&L,

Improvement Business Development / Revenue Balance Sheet,

KPI Focused Manager Growth W/C and Cash Flow

Lean Manufacturing

Professional Experience

ContiTech Thermopol LLC 2006 -

Present

A $140 million division of Continental/ContiTech AG. Manufacturer of

charged air engineered solutions to the Automotive and Commercial Vehicle

Market. Providing technical solutions utilizing engineered elastomers,

organic rubbers, and 3D blow molded plastics.

.

Managing Director/President/CEO

. 2007 a $25 Million/Year business - 2014 $140 Million/year business

. Increased manufacturing facility footprint by 110,000 sq ft

. Implemented SAP in Manufacturing, Finance, Quality, Logistics and HR

. Growth through Blue Chip business acquisition (BMW, Daimler, Ford,

Chrysler, Tesla, Komatsu, Daimler, Volvo/Mack, DAF, OshKosh, Pierce,

Volvo Construction and CAT)

. New business projects secured during 2008/ 2009 downturn

. Added 5 new technologies and products to portfolio since 2007 (3D Blow

Molding, Proprietary Organic Compounds, Proprietary Engineered

Elastomers, Compound Extrusion and Plastic Welding

. Developed localized and LCC sourcing strategy reducing cost structure

and reduced working capital requirements

. Established and achieved 5 year growth strategy through organic growth

and acquisition of business through utilization of new technology

. Developed senior staff to support technology, product development,

business development and metric based management decisions

NEW CAN COMPANY 2005 - 2006

Manufacturer of perforated metal products for the industrial, automotive

and filtration industry, a TS 16949 certified supplier.

COO/General Manager

Financial, Operational and Sales responsibility for privately held multi

site manufacturer and engineering firm. As GM, responsible for the

establishment and implementation of strategy to take 100 year old company

into new markets and continue growth in existing markets. Defined key

performance indicators and implemented measurement system for operations,

staff and sales. Utilized lean systems to reduce time to market and

achieved 20% growth in sales. Lean Manufacturing and Quality Management

programs succeeded in gaining Preferred Supplier Status with 5 key

accounts. Operational focus achieved Zero Defect Supplier status and 100%

on time delivery with multiple automotive customers. Through strong

financial and operational management significant bottom line improvement

was achieved.

PUROSYSTEMS INC. 2003 - 2005

Restoration and mitigation service provider to residential/commercial

property insurance companies.

General Manager/Principal

Manage general contracting, restoration, mitigation and consulting services

to the residential and commercial property insurance industry. Responsible

for customer development, contractor compliance, technical development,

operations, safety, environmental compliance, consulting services for lean

business practices and quality assurance programs for the insurance

industry and small business.

SKF CORPORATION USA 2001 - 2003

A $4 billion global supplier of bearings and seals, engineered solutions,

and consulting services to the automotive, aerospace and industrial

sectors a QS 9000, TS 16949 and ISO 14001 certified company. General

Manager of $150 Million US Automotive and Commercial Vehicle Bearing

Group

General Manager/Managing Director

Highlights:

. Unified operations under a single management structure, eliminating

redundancies and promoting collaboration. Analyzed and identified

weaknesses and expedited corrective action, introducing best practices

into all aspects of the operation. Initiated key metrics to insure

corrective actions provided expected outcome. Succeeded in creating a

JIT environment throughout supply chain.

. Introduced comprehensive training, development, and succession planning

throughout all levels to solve a critical employee retention problem that

was thwarting growth and compromising quality. Slashed manufacturing

turnover from 50% to 10% and salaried/professional turnover from 35% to

5% in one year. As a collateral result, achieved a zero defect rating in

the plant for the first time since its inception.

. Initiated margin analysis on all programs and set strategy to improve

operating margin to 28% minimum. Established KPI's and set MPV targets

for purchasing group to meet margin goals. Within 18 months margin goals

achieved on 75% of turnover.

. Aggressively pursued new business that increased plant utilization 30%

and brought $18 million in new revenue within 18 months.

FEDERAL MOGUL CORPORATION 1994 - 2001

A $6.75 billion QS 9000 and ISO 9000 certified manufacturer and

distributor of components for cars, trucks, and construction vehicles.

Director of Operations / Managing Director, North America (1994 - 2001)

Financial and Operational responsibility for $200 million disc brake

manufacturing operation with 1,400 associates located in the US and Canada.

Responsibility included; Finance, HR, Quality, Engineering, Product

Development, Supply Chain, Sales, and Marketing functions. Designed and

implemented production planning systems based on TPS and managed the

capacity of all facilities in both union and non-union environments.

Highlights:

. Started with FM in 1994 as manufacturing manager for disc brakes. In

1995 promoted to Plant Manager for accomplishments with lean

manufacturing. Doubled output with 10% less labor and zero increase in

capital equipment. Achieved QS 9000 certification and led plant to 5

years without a lost time accident. In 1998 promoted to Director of

North American friction operations.

. Consolidated seven factories with three lines into four manufacturing

facilities, reducing the headcount by 300 and saving $15 million in

annual operating expenses.

. Analyzed declining profitability and eroding sales that were largely the

result of questionable make/buy decisions emphasizing the production of

low-end product lines and the purchase of premium products. Devised and

implemented a detailed cost-benefit analysis and production plan focused

on manufacturing high-profit product lines. This program delivered a 30%

increase in revenue to a more stable and successful customer base,

resulting in a 33% reduction in accounts receivable.

. Assembled a talented cross-functional team with the primary goal of

targeting premium non-OEM disc and drum brake business at Ford Motor

Company. Presented to senior Ford managers and won a pilot program in

which FM proved it could deliver 100% on time with zero defects, leading

to $20 million in incremental business from Ford. Recognized by FM with

the "Chairman's Mastery Award", for outstanding achievement.

FOXBORO CORPORATION (div. of Invensys) 1988 -

1994

Provider of IT, automation and process control solutions for

manufacturing applications in diverse industry sectors including

chemical, oil and gas, power, pharmaceutical and specialty chemicals.

General Supervisor

Managed technical and developmental machining, grinding, honing, painting,

assembly and testing functions for process control and mass flow

instrumentation manufacturing. Developed and assembled the start-up and

production team for the launch of the new mass flow instrumentation product

line. Designed and implemented production plans and coordinated process

design, assembly and testing for the new product launch.

Education & Professional Development

MSBM: Lesley College, Cambridge, MA

BSBA: Eastern Nazarene College, Quincy, MA

Selected management training: Finance for Non-Financial Managers,

Statistical Process Control (SPC), Toyota Production System, Lean Six Sigma

Technical skills: Proficient user of management and productivity software

applications including SAP, Microsoft Office

Member of Chamber of Commerce

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