Sales Manager

JOHN L. DAVIS

**** ******** ***** ********, ******** 21047

410-***-**** acs6d3@r.postjobfree.com View Linked In Profile

SENIOR-LEVEL MANAGEMENT

Manufacturing Operations Business Development International Business

Strategic, high energy, forward-thinking Executive providing over 20 years of management experience spanning operations, social responsibility, manufacturing, supply chain, strategy, product development, and engineering arenas within global, billion-dollar corporations. Resourceful change agent with consistent history of success improving corporate strategy, market development, creating efficiencies, controlling expenses, managing and motivating teams, and enhancing competitive positioning and profitability. Exhibit strong multidisciplinary leadership, analytical, problem solving, and negotiation skills.

AREAS OF EXCELLENCE

International Business/Government Relations Business Development Strategic Planning Operations

Management Financial Management/Analysis Performance Management Process Improvement

P&L Responsibility Safety Regulations Purchasing Relationship Development Communications

Change Management Policy/Procedure Development Regulation Compliance Expense Control

PROFESSIONAL HISTORY

ArrMaz

Senior Vice President of Operations (February 2014 – April 2015)

Executive level position for a global specialty chemicals company focused on industrial minerals industry. Responsibility for global chemical manufacturing, supply chain, engineering, quality, safety, health, and environmental. Position reports directly to CEO of company transitioning the Operations organization into an Operations Excellence continuous improvement driven team that has performed to higher levels of revenue and company growth since joining company.

Achieved significant improvement in safety, health, environmental performance lowering TRIR from 4.2 to 0.0 in last 6 months while implementing OSHA compliance, establishing PPE requirements, EPA TSCA, DOT, and FDEP compliance, REACh registrations, GHS compliance, and behavioral safety.

Developed a new product introduction process called NEW PIPE to take products from R&D Lab Bench scale development to production in full scale plants that significantly improve implementation success.

Developed an Engineering group to handle $20 million average capital expenditure and implementation including the building and startup of 2 small plants in Brazil and Saudi Arabia.

Centralized Supply Chain including international shipping forecasts, raw material purchasing for North America, optimized demurrage/shipping rates, and reduced customer service errors through metrics.

Implemented a Reliability Centered Maintenance process for rotating and stationary equipment and developed a critical spare program that improved the continuous process operations by 40% OEE.

Improved product and process Quality that improved RTFT performance from 95.6% to 96% through a root cause analysis utilizing Kepner Trego techniques and nonconformance reports for communicating.

Through improved operating procedures, technical problem solving, operator training, and improved process control was able to achieve record production rates and OEE for TFE and Sulfonation resulting in 50% increase in EBITA generation through lower raw material and production cost.

OPEX, LLC.

Vice President of Business Development (February 2013 – January 2014)

Part time lead role for this consulting company focused on Operational Excellence that brings methods and strategies of continuous improvement in all key areas of an operation in order to deliver superior value to the customer. With OPEX led the proven approach for delivering the lowest operating costs with significant reductions in working capital up to $3M for confidential minerals processing company. Implemented a vision of safety, reliability, lean manufacturing, product loading optimization, business team coordination, and best practices handed down from senior leadership to the plant floor employee level.

CRISTAL (Previous MILLENNIUM INORGANIC CHEMICALS), Hunt Valley, Maryland 1998 - 2013 $2.6B chemical company; 2nd largest titanium dioxide company worldwide; purchased by Cristal in 2007.

Director Strategy and Business Development (2011 – 2013)

Transitioned to strategic and business development division from previous role to further the development of Cristal Metals titanium business globally beyond Cristal Metals titanium powder development in USA. Accountable for titanium powder new product development and commercial sales along with the marketing study and business development of manufacturing and product development for titanium products including intellectual property. Involved also in Cristal corporate rebranding project and development of Cristal logo, mission statement, vision, and core value principals.

Led negotiations with 6 different titanium metal manufacturing and machining companies for establishing business partnership’s for Cristal Titanium Metallurgy Project in Jazan, Saudi Arabia.

Oversaw 4 marketing teams for the studies on titanium products from titanium milled and powder raw materials. Based on studies developed Cristal Metals 5 year business and sales plans.

Implemented corporate branding strategy in Cristal Metals business, transitioning both externally and internally customer, employee, government, investor, and community communications.

Initiated intellectual property strategy and commercial license negotiations for Cristal Metals to develop plan for conflicting patents and future patent development in coordination with Director of R&D.

Director Business Development and Supply Chain (2009 – 2011)

Part of executive team assigned to the project for the startup of the new business International Titanium Powder (ITP) purchased by Cristal Global. Accountable for executive team development of new business organization and hiring specifically in the commercial, technical service, purchasing, logistics, warehousing, sales and planning, and manufacturing plant leadership. Led negotiations on all supply contracts and championed the implementation of SAP into the new ITP business organization specifically for supply chain and commercial areas. Managed government affairs that included both federal, state, and local community relationship building and coordination of government program such as DOD Title III.

Part of executive hiring team to put in place 90 personnel for the operations of the Cristal Metals business over a 2 year period.

Negotiated with US Department of Defense and Department of Energy contracts for the commercial development of the Armstrong Technology and downstream product development.

Led Supply Chain team in negotiations of all raw material, utilities, packaging, warehousing, transportation, and contractor contracts. Implemented contractor yearly performance review process.

Implemented Commercial Team structure for new product development with focus on high technical service requirement to implement new product to market place. Developed product branding, specification, market segmentation channels to market based on known product value proposition.

Established Cristal Metals Product Safety team, championed team charter, developed industry leading product safety brochure for titanium powder and customer safety review process.

Global Ferrica Business Director (2000 – 2008) (MILLENNIUM INORGANIC CHEMICALS)

Control business team consisting of 12 members responsible for sales, logistics, marketing, and business development on daily basis. Conceptualize business strategy. Supervise Joint Venture Director and managed JV as MIC Board Member with 2 Board Members from European company, Kemira. Attend Board meetings bi-annually regarding JV Kemwater Brazil and review monthly financial performance. Implement best practices. Formalize agreements and business plans with distribution partners.

Improved annual revenues 10-fold through aggressively seeking new sales/products and cultivating strong alliances driving business P&L profitable for the last 4 years.

Reduced billing requirements and realized savings to company and customers by reviewing and modifying business contracts and work processes.

Created and expanded report to illustrate global sales, profits, market developments, and special projects supporting Ferrica objectives.

Devised strategic business plan for Brazilian joint venture, turning profit after only 3 years and managing business P&L by facilitating product expansion, cost cutting, and operations efficiencies.

Attained business and product “champions” appointed at each manufacturing site.

Helped establish Corporate Product Stewardship Board as key leading member to implement product safety policies and action plans for EU REACH legislation implementation.

Director of Manufacturing (1998 - 2000)

Supervised activities of 500 employees, spanning 2 titanium dioxide plants of 2 different technologies (sulfate technology and chloride technology). Directed Millennium Baltimore Distribution Center and its global and domestic product shipments. Led manufacturing, safety, health, environmental, engineering, purchasing, human resources, public/community relations, and financial reporting for location. Implemented work processes and efficiencies, including real-time cost analysis. Established SAP system across all operations and averted Y2K problems. Introduced joint hourly and salaried employee functions as well as drug testing and rehabilitation programs, which improved overall performance, wellness, and harmony. Initiated Community Awareness Plan (CAP) coordinating with 8 local chemical companies. Functioned as Secretary/Vice Chair of Maryland Chemical Industrial Council.

Realized savings of $1.2M in 1st year by implementing co-generation of electricity; achieved $400K in security cost reductions driving business unit P&L profitable in energy cost and energy sales.

Turned around Baltimore facility’s safety and environmental performance from 6 lost time accidents and 22 recordables to 1 lost-time accident and 13 recordables within 1 year by instituting safety behavioral policies and processes. Recordable injuries continued reduction in subsequent years.

Reduced staffing 15% through organizational redesign, early retirement, and addressing employee performance issues; achieved significant change in culture, which drove performance excellence.

Improved community relations through publicly communicating and implementing EPA Risk Management Plan after completing several open environmental permit issues from past managers.

Achieved lower costs through outsourcing and working with union leadership, and negotiated cost saving sharing agreement with 2 union making significant business unit P&L improvement.

Initiated union bargaining techniques that utilized business partner approach based on facts versus emotions and past history behavior. Established Diversity Teams, and were vertical slice of employees.

ENGELHARD CORP., Macon, Georgia 1996-1998

$3B leading worldwide provider of environmental technologies, specialty chemical products, engineered materials, and related services.

Plant Manager Pigments & Additives Group (PAG)

Headed plant activities for 2 PAG facilities, serving as 1 of 4 divisions accounting for $500M in sales, 1,500 employees, and 7 plants. Directed production, maintenance, engineering, distribution, and warehousing functions. Incorporated operational excellence, including best practices, into manager performance. Received union leadership support in revitalizing behavioral safety program.

Set record for no lost time from injuries through reestablishing safety policies and procedures.

Prevented loss of high margin business, equaling 15% of plant volume, by resolving quality issues for paper customer and maintained PAG Enterprise Team P&L profitability.

Realized 10% improvement in quality for customer in Petroleum Catalyst Division, which help drive Catalyst Enterprise Team for improved profitability through reduced off grade product.

Improved efficiency and costs through driving division toward self-directed work teams.

NOTE: Additional past positions included Plant Manager and Operations Manager for Syn Gas and Methanol Plants, Ethanol and Linear/Low Density Polyethylene Production Superintendent and Production Engineer/Supervisor for Quantum Chemical Company (now Lyondell Basell Equistar previously Millennium Chemical Company.).

EDUCATION / AFFILIATIONS

Master of Business Administration, Illinois Institute of Technology

Bachelor of Science, Chemical Engineering, Illinois Institute of Technology

Strategic Planning and Implementation, Marketing and Business Development

University of Michigan Business School Executive Program

DuPont Visible Safety Executive Leadership Graduate

Kepner Trego Decision Analysis Training

Maryland Chemical Industry Council, Elected Executive Board Member

American Institute of Chemical Engineers (AIChE), Member

Baltimore Area United Way Industrial Council, Director

Business Executive Networking Group (BENG)

Illinois Chemical Industry Council Member

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