Matthew Nowell

*** ******* ******* *********, ** • 404-***-**** • acto8q@r.postjobfree.com

Director of Operations / Plant Manager

An action oriented, adaptable, results driven Leader. Have increased the Shareholder value for every organization. Experienced in Managing Cross Functional Projects, Leading Kaizen Events, Promoting Operational Excellence, Improving Organizational Efficiency, and improving operating processes. An excellent communicator at all corporate levels. Increasing share holder value by improving operations and personnel. Developing and creating leaders and Managers for Future leadership. Leading Kaizen Events and Developing innovative solutions to meet changing operational and situational needs. Ability to analyze process statistics and organizations for making changes to improve operations. Skilled at planning projects, developing operations, eliminating waste, and improving corporate value. Leading project teams that deliver superior performance and a manager of sectors and operations meeting tight deadlines.

Qualifications

Six Sigma Master Black Belt • Project Management • Quality Management • Process Development •Kaizen Event Management • Operations Improvement • Executive Coaching

Education

MBA-Business Science Troy University 2007 Magna cum Laude

BS-Business Georgia Southern University 2000 cum Laude

Selected Accomplishments

Lead the effort to develop an interactive training program for 33 machining operations at Pratt & Whitney.

Turned Around an Iron Pipe Manufacturer.

Rapid Production of F1 engine valves and pistons.

Found and eliminated a major source of lost monthly revenue for Professional Baseball Team

Career History and Selected Highlights

Gerson Lehrman Group- A New York City Headquartered knowledge brokerage and primary research firm that operates more than 400,000 subject matter experts who provide consulting services to companies around the world.

2009-Present

Sr. Manager for Continuous Improvement

Have worked with several Heavy Industrial Manufactures as well as Process Manufactures to improve performance and educate C-level executives and directors in continuous Improvement, Operational excellence, and manufacturing Leadership. Working with Corporate executives on Strategic Initiatives, Organization management, and corporate excellence. Working with Senior Executives to educate managers on Project Management and Strategic Initiatives. Coached Executives for better performance and improved effectiveness. Increased Share holder value for companies by an average $250 million dollars.

Improved and cut Lead Development time for custom paint company- Company was consistently spending several weeks developing new paints for new projects. I worked with company leaders to develop faster ways of developing new paint formulations to meet different environmental regulations for different geographical locations.

Actionlink- An Ohio based firm that provides consulting and expertise to mid-sized companies across America

2007-2009

Continuous Improvement Leader

Advising Fortune 500 manufacturing firms on Operational Excellence, Continuous Improvement, and Lean Initiatives. Educated operations personnel in Lean operations and methodologies. Trained C-level leaders, VP's, and directors in Continuous Improvement and Operational Excellence principals. Received numerous letters of accolade from clients for improving performance and improved corporate value.

Rapid Production of F1 engine valves and pistons.

Many of the production methods for both components were already in place within the aerospace industry. Worked with aerospace engine component manufacturers to produce valves and pistons for final machining by Formula 1 engine suppliers and sub-contractors. Then later were made for luxury car and exotic sports car manufacturers.

Pratt & Whitney Aerospace- A Fortune 50 Aerospace Corporation

2002-2006

Director of Operational Excellence & Continuous Improvement

Directed engineering teams on projects that cut waste, improved efficiency, and cut production time. Lead a team of more than 65 Black-belt Engineers at Seven plants nationally and three internationally. Improved Operational Excellence for all operating areas. Trained all new personnel in Operations engineering. Advocated regular EHS meetings for all operating areas. Improved Engineering procedures for improved project completion time. Increased throughput of parts by 43%. Increased Production output of Industrial Radius Labs by 700%. Decreased shift start-up time by more than 10 minutes. Reduced production bottlenecks to improve workflow. Redesigned all operational checklists by implementing visual references and giving locations of each item. Reduced production maintenance downtime 65% while simultaneously increasing monthly production. Saved over $3.5m in maintenance costs. Designed, built and implemented an interactive training program for all new employees that saved more than 10 million annually in training costs. Project was completed over 6 months ahead of schedule and 60% under budget. Designed air handling system that reduced work cell overcrowding, improved production, and improved employee morale. Project was completed significantly under budget and saved over 3 million annually. Selected as Employee of the Month, March 2004.

Lead the effort to develop an interactive training program for 33 machining operations at Pratt & Whitney- Co-leader of a 3-person team that designed, created, and implemented a completely interactive training program for over 33 production machining operations. Program resulted in a saving in training costs of more than 10 million annually. Project was scheduled to take more than eight and half months and was finished more than 6 months ahead of schedule.

Columbus Red Stixx Professional Baseball Team-Class A affiliate of the Cleveland Indians

1999-2002

Director of Operations

Developed and implemented an inventory tracking system that found and eliminated over 67% of lost monthly revenue. Implemented methods to trim company expenses and improve overall customer service. Increased customer satisfaction rating 45%. Worked closely with customers to build a sense of understanding and trust among customers and facility staff. Lead Operational Excellence Efforts for the Organization. P&L liability of $2 million dollars. Hired, Trained, and managed a staff of 55 people.

Found and eliminated a major source of lost monthly revenue for Professional Baseball Team

Team owners and management had noted that money was being lost monthly in the Concessions area. I worked closely with the team President to develop and implement an inventory tracking system that segmented each category for proper identification and tracking of revenue stream. This system highlighted the areas of lost revenue for correction or elimination.

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