Sales Manufacturing

Arthur R de St. Aubin

*** **** **** **. ● Keller, TX, 76248 ● ***.*********@*****.*** ● 803-***-****

PROFESSIONAL EXPERIENCE

CEO BRAND FX BODY. FORT WORTH, TX (Private Equity: Stonebridge Partners) 06/2013-01/2015

Manufacture of fiber composite & steel fabrication for service & line truck bodies for

telecommunications and Pesticide/Lawn Care markets.

End Users: AT&T, Verizon, Century Link, Cox Communications, Quest, Chrysler, Truly Nolen, Massey,

USIC, Scotts, Orkin

• Implemented 5S lean manufacturing concepts and improved scrap performance by 37%

• Managed seven manufacturing & install locations through out the country

• Consolidated product line to optimize efficiencies and improved handling damage by 16%

• Improved “Quality Assurance Program” to monitor & measure internal/external claims

• Improved DSO from 56 to 27 and DPO from 32 to 49 days

• Consolidated suppliers/vendors and extended payment terms on average to 45 days

• Acquisition of Really Innovations to synergize product lines and optimize locations

• Created A/R and Sales teams to improve receivables on weekly basis

• Transferred molds to improve revenue in geographical locations due to freight disadvantage

• Improved workers comp annual outlay by 43% with aggressive safety awareness & light duty

program while improving delivery performance from 17% to 95% in 14 months.

VICE PRESIDENT OF OPERATIONS CONSOLIDATED SYSTEM INC. COLUMBIA, SC 2005-2013

Metal products with paint lines and booths, roll formers, folders, press brakes, auto-mated welders,

blanking, slitter, & perforator) Special projects: Minnesota Twins & Dallas Cowboys Stadium, and RDU

Airport

Direct all production operations and with P/L responsibility for a $395 Million specialized steel

fabricator, which included 5 manufacturing plants across the United States. Led a multi-discipline staff of

185 employees through 7 direct reports

• Created an Operational Excellence Model that detailed best practices for critical process and

formed/trained technology to implement the best practices at all 5 manufacturing sites, saving

$2.5 million annually

• Implemented a statistical process control initiative as part of a new Quality Assurance Program

that reduced off-spec production from an average of 9.8% to .5% and saved $6.5 million annually

• Design Portable Manufacturing Equipment to transfer between sites while improving revenue by

$35 million and reducing capital expenses by $750,000

• Reduced overall Health Care Claims by 31% or $3215/employee by having a RN visit each

location “once per week” and adding a wellness center at each facility

• Worked closely with sales organization and played pivotal role in capturing 5 new customers that

generated approximately $85 million in additional annual revenue

• Executed a strategic initiative for our new Components Division in the last 18 months which has

yielded 45% operating margins on a $23 million in sales

• Negotiated 2 real estate transactions to secure 100,000/50,000 sq/ft facilities and worked with

local/state government agencies, rail road and lease agreements

PRESIDENT ROLITE PLASTICS, DOVER, OH

2001-2005 (Private Venture Capital Group:

Jordan Industries) Customer base: 50% US, 50% -

Denmark, Germany, France, Sweden, Norway, UK & Australia

Assumed leadership of this plastic product operation with full P/L accountability and strategically

transformed Rolite Plastics from $4.5 million to $22 million in 4 years. Held autonomous decision-

making authority for manufacturing, purchasing, finance, R&D, and HR; reorganized core operations,

replaced ineffective management and assumed personal control of the sales and marketing organization.

• Spent 30 days in Europe revamping our sales position with distribution centers in 6

countries and grew sales by 120% in year 1 vs. 1 broker handling all locations

• Eliminated 3 poorly performing products from the portfolio and increased overall margins from

18% to 32%

• Revitalized and expanded our stagnant marketing and sales function, growing sales by 100% 3

years in a row

• Optimized our purchasing power and formulated a Customer-Supply Agreement with small

customers & distributors and saved them $750,000 annually and improve our margins by 45% on

these specific items

• Negotiated contracts with the top 2 commodity suppliers of resin for a Vendor-Owned

Consignment Program and improved our external rejection rate by 33%

• Increased inventory turns from 6 to 12, while decreasing accounts receivable from 58 to 33 days

and went for 3 years without a lost time accident

• Moved entire operation from one city to another because of substantial growth and negotiated low

interest loans with the City of Dover while continuing to increase sales by 100%

• Improved delivery performance from 57% to 98% in 6 months, by implementing lean

manufacturing, Allen Bradley Control System and accountability matrix

GM/PRESIDENT COATED PRODUCTS ARMCO CARBON DIVISION, DOVER, OH 1995-2001

Corporate Sales: $5.4 Billion and Carbon Division $365 Million

Accountable for manufacturing, capital equipment justification, costing, scheduling, risk initiatives,

shipping, purchasing, HR, finance, P/L, and sales & marketing, with revenue of $365 million for the

Carbon Division. Managed 385 union/non-union employees with 9 direct reports; and translated long-

term strategic objectives into short-term manufacturing & purchasing strategies that improved the bottom

line by $36 million.

• Eliminated non-essential and marginal performances by (17% of the total workforce) and gained

subordinate commitment on new manufacturing plans, processes and metrics, increasing

manufacturing production by 28% and improving variable costs by 15%

• Restructured the purchasing of our largest commodity (steel) and implemented a program to

negotiate global sourcing instead of internal transition costs from a sister facility and improved

our division’s bottom line by $32 million and saved the sister facility $1.5 million on transitions

from Stainless to Carbon

• Reduced the number of vendors by 28% and implemented a JIT inventory program that improved

our cash flow by 18%

• Implemented Lean Manufacturing and controlled capital spending projects to target ROI’s of less

than one year, internal & external rejection rates improved by 17% while improving the bottom

line $800,000 annually

• Recruited world class executive management team that rapidly developed an operating synergy,

revamped an outdated business model, executed a strategic corporate revitalization initiative and

eliminated repetitious layers and increased sales by 22% and reduced fixed costs by 38%

• Eliminated 3 unprofitable lines/operations and improved our overall margins by 23%

• Negotiated a partnership with Ferraolly to process our HVAC product line and saved $1.6 million

in capital spending; other end-use product: indirect automotive, lighting fixtures, transportation,

office furniture, construction, etc, which all consumed approximately 73,500 tons per month

AREA MANAGER OPERATIONS US STEEL CORPORATION, GARY IN AND FAIRFIELD, AL 1988-1995

(Steel manufacturer of flat roll products of Corporate Sales of $8.7 Billion)

Fast Track program for young executives

• Managed 69 Technicians, Mechanical Engineers, Electrical Engineers, for Instrumentation &

Electronic Division (Iron and Steel Producing)

• Implemented state of the art technology (Allen Bradley PLC’s, GE Drives, Fisher Control Valves)

and improved output by 57%, reduced EPA’s fines by 120%, and established a preventative

maintenance program that the Ford Quality Audit Team recognized as Superior

• Started a monthly Employee Relations Program that substantially reduced absenteeism by 25%,

tardiness by 18%, and lost time accidents by 12 months; this initial program spring boarded into a

Employee Suggestion Award Program that saved $28 million and employees were awarded

$280,000 dollars

• Operated various facilities from hot rolling, pickling, tandem mill, annealing, galvanizing, steel

producing and waste water treatment

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