Mark R. McCullough
High-performing Operations Manager and Plant Manager with a broad range of with industry experience in production, budget planning and control, inventory control, supply chain management, distribution and vendor negotiation. Possess a unique mix of private sector (business) and public sector (military) experience. Leadership experience includes training, supervision, management, and motivation of large teams of employees to achieve long-term strategic and production goals in a variety of challenging environments. Ability to build and direct all aspects of lean and agile processes and comprehensive business strategies while achieving bottom-line results for a continuously advancing enterprise.
Professional Strengths & Competencies
Process Improvement Capacity Planning Project Management Lean Manufacturing Budgeting (P&L)
Materials Management Team Building Employee Relations Change Management Cost Reduction
Plant Operations Health, Safety, & Environment Operations Management Program Management
Supply Chain Management Business Management Continuous Improvement Global Mining
Caterpillar Global Mining LLC Denison, TX
Strategic Planning Manager – Program Manager – Surface Rock Drills Division 2011 to Present Responsible for developing, driving, and executing key programs and initiatives for a $350 million global mining product group. Conduct sales and operational planning to strategically posture the business for long-term sustainable success. Manage forecasting as well as the executive production plan for original equipment and after-market parts sales; responsible for dealership integration from legacy dealers to Caterpillar global dealer network.
Led synergy efforts by managing and tracking synergies of components.
oEnsured all R&D spending was under budget and effectively allocated.
oAchieved and maintained a record of $3M under budget at the P&L level.
Led the orientation of 43 new dealers in North & South America under GCI to sell parts and service.
oSecured OE sales in excess of $10M and parts sales over $2.5M.
Developed a prototype building design and business proposal for implementation with the growth strategy budget.
Organized and setup first of its kind supplier roundtable, to forge understanding and develop new partnerships.
Armstrong World Industries Kankakee, IL, 2002 to 2011
Continuous Improvement Sustainment Manager (2010 to 2011)
Conducted Kaizen training and fostered a continuous improvement culture within the Armstrong Kankakee plant, for a manufacturer of commercial and residential vinyl tile for both the commercial building and residential markets. Focused on continuous improvement objectives to retain gains made in progress to eliminate waste and achieve optimal profitability; developed visual controls for each area of operations and tracked progress against key plant and event metrics.
Personally led six Kaizen events in 2010, which saved the company $375K and sustained $1.4M in 44 plant events.
Conducted Kaizen Training for ten different events and trained Supervisors on Kaizen and 5S.
Residential Business Manager (2006 to 2009)
Led a sophisticated residential tile manufacturing operation consisting of three lines, nine direct reports, and 160+ full-time and temporary employees; oversaw the production of various commodities of residential Vinyl Composite Tile (VCT) in a range of sizes, thicknesses, textures and colors. Developed and implemented a maintenance planning system to improve planning, communication, prioritization and equipment reliability.
Acquired valuable experience by working at the sole North American tile operation that beveled tile and the only operation worldwide that produced commercial premium Stonetex and Arteffects tile.
Built and consistently achieved budget for residential business manufacturing operations of over $125M.
Commercial Business Manager (2002 to 2005)
Led the manufacturing operation of commercial Vinyl Composite Tile (VCT), for a team consisting of three direct reports and 90 personnel; maintained responsibility for meeting production goals of $180 million in inventory a year, inventory control, quality control, fill rate performance, and special projects. Created quality action plans and developed standard operating procedures. Drove productivity increases on both lines through process control, communication of expectations and driving personnel accountability.
Led the manufacturing operations of the largest, most productive and most cost effective commercial tile line in North America, managing two commercial lines.
Achieved world class fill-rate execution with 99.9% fill rate performance in 2004.
Achieved annual year-over-year production increases and scrap decreases 10% or more.
Manager of Operations & Supply Chain – J&L Fiber Services, Waukesha, WI, 2001 to 2002
Led the manufacturing operation of refiner plates and screen cylinders for J&L, a company in the pulp and paper industry; supervised four direct reports responsible for 80 personnel across two facilities with annual shipments of over $42 million.
Developed and implemented a series of initiatives which reduced raw, finished, and overstocked inventory by 20%.
Engaged in continuous improvement efforts; improved overall delivery performance from 85% to 95%, new trials from 61% to 90%, and growth accounts from 80% to 100%.
Deputy Brigade Commander – U.S. Army Reserve, Grand Prairie, TX, 2015 to Present
Second in command of a 1,750-person logistics sustainment brigade; guide, mentor, and manage personnel to ensure proper coordination and team functioning.
Improved the brigade’s readiness from last (13th) to 4th in the division in less than five months.
Battalion Commander – U.S. Army Reserve, Fort Smit, AR, 2013 to 2015
Led 700-person battalion and provided logistical support for trainees at three active duty installations and numerous Army Reserves locations; simultaneously managed duties as a full-time Caterpillar employee.
Led top-rated battalion in the brigade for three consecutive years (2013 to 2015).
Earned recognition as top Battalion Commander within the division for three consecutive years (2013 to 2015).
Deputy G4 (Internal Logistics) – Mobilized with U.S. Army Reserves, Balad, Iraq, 2009 to 2010
Led, supervised, and guided the G4 staff of 20 officers and senior non-commissioned officers; organized, planned, coordinated and executed activities to ensure on-time internal logistics throughout the Iraqi theater of operations.
Led a major drawdown effort from over 70,000 pieces of theater equipment to less than 40,000 in 10 months.
Established procedures and implemented a comprehensive base closures process, and reduced closure times by 50%.
Company Commander – U.S. Army Active and Reserves, Multiple Locations, 2000 to 2005
Led 241-person Company providing transportation support for 15,000 person infantry division on active duty at Fort Hood, TX (2000 to 2001); led 136-person railroad Company in the U.S. Army Reserves (2002 to 2005).
Simultaneously managed daily operations in the commercial tile industry for Armstrong World Industries.
Designed and implemented maintenance plan that provided seamless support and achieved an operational readiness rate of 95%.
Education & Professional Development
Master of Strategic Studies (MSS), Anticipated Completion 7/2016
Army War College, Carlisle Barracks, PA
Master of Business Administration (MBA)
University of Illinois, Urbana-Champaign, IL
Bachelor of Business in Accounting (BBA)
Western Illinois University, Macomb, IL
Associate of Science (AS)
Carl Sandburg College, Galesburg, IL