Customer Service Sales

MARC LOOMER

**** *** *****, **** *****, FL ***** ● 815-***-**** ● ****.******@*****.***

OPERATIONS LEADERSHIP

Manufacturing and Operations Profitability ~ Team Building ~ Customer Service ~ Leadership Development

Visionary executive leader with proven results in manufacturing operations, general management, organizational development, program management, quality and solution delivery. Customer focused leader proficient in strategic planning / implementation, team building, multi-operation management, leadership development, and problem resolution. Focused on high performance team structures in operations to support sales and drive profits.

PROFESSIONAL EXPERIENCE

Worldwide Ticketcraft, Boynton Beach, FL 2011 to present

Plant General Manager

Accountability for all manufacturing operations, customer service, variable data programming, graphic design, production scheduling and material control. Instrumental in the shutdown of NY operation and consolidation within FL plant location. Member of core executive team ~ key interactions with Ownership, Sales, Finance and Supply Chain. Key results:

Restructured the operations structure to focus leadership on communication, quality, cost control and inventory management.

Implemented non-conformance identification of internal production errors plus customer complaint non-conformance reporting and corrective action processes.

Formulated the operational strategy and implementation plan / timeline for the consolidation of the NY production facility to the FL operation.

On-site management of NY production facility with direct oversight / implementation of plant shutdown process and run-out plan.

Key interface with New York State Labor Board for state filings, back-to-work programs, state-sponsored health plans, etc.

Responsible for all equipment shutdowns, crating / staging and shipment.

Wisconsin Food Gift LLC, Sun Prairie, WI 2010 to 2011

Director of Manufacturing

Accountability for all manufacturing and distribution operations: $30 million in sales, 160 employees (full time and seasonal). Member of core executive team ~ key interactions with Ownership, Sales, Finance and Supply Chain. Key results:

Instilled a teamwork management model to improve employee interaction and problem resolution on the production floor for more effective management of production line requirements.

Streamlined Master Scheduling to align with the forecasting process to improve plant loading and inventory control.

Focused on leadership and associate development through daily production meeting and weekly management sessions.

Restructured the operations leadership team to drive tighter communication between operating departments and support organizations.

Teamed with Quality Assurance to lead operational support for all food safety initiatives, namely HAACP, GMP and implementation of the SQF process.

Resource Direct LLC, Geneva, IL 2004 to 2010

President / Owner

Accountable to shareholders for the company’s growth and profitability ~ Sales, Operations, Finance. Key results:

Successfully launched startup business

oProfitable in the first two months.

oSustained profitability and growth in the first 4 years.

Primary sales role in actively pursuing new client opportunities.

Contracted with clients (distributors) in an account management role to service regional customer sites.

Created services platform to meet client requirements for full back office services and technology integration.

Secured key third party supplier base to service client purchases for quality and reliability.

Marc Loomer Resume Page 2

Moore Wallace Inc. / R.R. Donnelley, St. Charles, IL 2003 to 2004

Sr. Vice President, Regional BCS Operations

P&L responsibility for print and fulfillment operations: $125 million in sales, 350 employees, 12 locations. Key results:

oEffectively consolidated two business units and operating cultures within 3 months.

oActively represented the new capability model with various sales teams and clients to drive revenues nationwide.

oRebuilt the leadership and operations infrastructure in 4 regional centers to align best practices of management and processes for this newly formed business unit.

oInstalled continuous process improvement initiatives to drive best in class customer response, cost control and throughput.

Wallace Computer Services Inc., Lisle, IL 1996 to 2004

Vice President of Forms and Labels Operations

P&L responsibility for manufacturing and sourcing operations: $375 million in sales, 950 employees, 10 locations. Key results:

Re-engineered the Contract Sourcing division workflows and procedures to drive higher sales revenues and profits.

oGrew sales revenues from $8 million to $55 million in 5 years.

oImproved gross margin rates from 25% to 35% in 5 years.

oInstituted key performance measurements and a team-oriented employee work structure within the first 10 months

Actively worked with customers directly and supported field sales:

oKey role with major corporate accounts on a frequent basis to drive improvements and revenues – FedEx, Capital One, United Parcel Service, First Data, Netflix, USPS, Wachovia.

oIntimately involved with pricing decisions on all division customer contract opportunities.

Led and coordinated a multi-divisional initiative to dramatically improve working capital management:

oReduced raw material inventory investments by 25%

oIncreased inventory turns from 10 to 36

Installed lean manufacturing and plant quality process methodologies – 5S, ISO, Lean:

oInstallation of Kan Ban systems reducing supplies inventories by 75%.

oImplemented 5S methodology resulting in dramatic make-ready improvements.

oCompleted ISO registration and certification in 7 geographically dispersed facilities.

Implemented and managed the War on Waste program resulting in reduced material waste of $450,000 the first year.

Implemented and managed a process engineering initiative focusing on:

oProductivity improvements.

oMulti-plant production loading.

oProduct rationalization

oStandards of performance review process.

Duplex Products Inc., Sycamore, IL 1994 to 1996

Vice President of Operations

Responsible for all manufacturing, distribution, procurement and engineering operations: $300 million in sales, 950 employees, 18 locations. Key Results:

Achieved manufacturing cost reductions totaling $6.8 million through waste reduction, single material sourcing, controls on overtime and increased productivity (10% improvement).

Actively worked with customers directly and supported field sales:

oKey role with major corporate accounts / prospects on a frequent basis to drive improvements and revenues – Total Systems, SmithKline, Merrill Lynch, Coca Cola, Home Depot.

oFinal approval for pricing decisions on all large customer contract opportunities.

Implemented weekly communication initiatives and quarterly performance reviews with all plant managers.

Led a cross-functional team (Sales, Plant, Engineering, Finance) that reconfigured a West Coast operation’s capabilities to improve margin rates from 25% to 35%.

Marc Loomer Resume Page 3

EARLIER LEADERSHIP EXPERIENCE

Vice President of Continuous Improvement 1993 to 1994

Responsible for the implementation and perpetuation of the total quality management process – TQM training and development, customer satisfaction measurements, manufacturing process controls. Key Results:

Led a multi-functional executive team to install Total Quality Management processes and methodologies within all operational areas of the company – sales, quality teams, process improvement initiatives, statistical process control, etc.

Steered the development of a new corporate strategy and organizational structure.

Implemented a customer satisfaction tracking system to establish a quarterly index measuring customer satisfaction and repurchase intent.

Implemented a pilot program addressing order fulfillment issues in the pricing, billing, customer service and collection processes by utilizing a cross-functional work team. Early successes subsequently expanded this pilot to six full time teams launching a major re-engineering initiative for a new workflow design.

OTHER KEY POSITIONS HELD

Duplex Products Inc.

Director of Marketing

Manufacturing Division Manager

Plant Manager

EDUCATION

ILLINOIS STATE UNIVERSITY, Normal, Illinois

Bachelor of Science, Business Administration

TRAINING AND DEVELOPMENT

The Management Accountability Process, Strategy Performance Group

Total Quality Management, Rochester Institute of Technology

Business Coaching, Focal Point International

High Performance Leadership, University of Virginia

IBFI Duke Executive Leadership

COMMUNITY INVOLVEMENT

Kishwaukee College, two year academic and vocational college in Malta, Illinois.

Foundation Board Member

Member of Finance Committee

DeKalb County Hospice, DeKalb, Illinois

Board Chair

Board member

Kishwaukee Rotary Club, DeKalb, IL

Served as Club President and Secretary

Three Fires Council, Boy Scouts of America, Sycamore, IL

District Chairman

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