Manager Sales

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920-***-**** ********@*****.***

** ****** ******, **********, *.C. 29617

W. MICHAEL FARR

EXECUTIVE SUMMARY

Manufacturing Professional with proven ability to identify key issues and develop solutions to drive companies to the next level of productivity and profitability through implementation of effective teams, metrics, system and process optimization. Experienced strategic planning and P&L abilities. Contract experience with union and non-union labor negotiations:

SKILLS

PROFESSIONAL EXPERIENCE

GENERAL ALUMINUM, Cleveland, OH 2014

$220 million manufacturer of aluminum die cast, machining and sub-assembly automotive components Chief Operating Officer

Operational P&L responsibility for 5 North American Facilities. Managed 1000 Employees Key Projects and Accomplishments

Led revenue improvements through systematic, company-wide, operational overhaul. Increased EBITA from 4% to 9% in 8 months with a reduction of costs, controlled spending, and a strict adherence to budgets.

Lowered employee turnover in the 2 largest plants by 40%.

Reduced internal scrap from 22% to 14%.

Improved quoting to a more inclusive process, implementing a cross-functional team approach to prove manufacturability and profitability of each project.

Launched Continuous Process Improvement program. J.L. FRENCH/ACQUIRED BY NEMAK, Sheboygan, WI 2010-2013

$500 million high pressured aluminum die casting, machining and sub assembly automotive components Chief Operating Officer

Operational P&L responsibility for 4 North American Facilities. Managed 1200 Employees Key Projects and Accomplishments

Led dramatic revenue improvements through systematic, company-wide, operational overhaul, which saw gains from

$286M to $500M. Increased EBITA $26M to $53M in two years with a reduction of costs, controlled spending, and a strict adherence to budgets. Increased shareholder value by nearly 60% in two years. Improved Quoting process.

Captured over $2B in new business contracts between 2010-2012.

Reduced debt from $330M to $60M with the successful restructuring and emergence from bankruptcy.

Authorized and managed enterprise-wide Lean Six Sigma initiative and TS 16949 certification for performance improvement, streamlined processes, reduced costs, and root cause analysis and process improvement activities reclaiming customer confidence.

Realigned staff, building strong, accountable teams.

Successfully renegotiated existing customer agreements, reflecting cost increases to support project profitability.

Reduced Cost of Goods Sold by 1% through Continuous Process Improvement philosophy, strictly following processes.

Integral team member that negotiated and orchestrated the sale of the company to a strategic buyer.

Strategic Planning/P&L Management

Strategic Negotiations

Top-Line Revenue Management

Budget Development

Lean Manufacturing

Capital Optimization

Change Agent

Team Leadership

Manufacturing Leader

Resource Development

TS 16949/ISO 14001

Business Process Redesign

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PROFESSIONAL EXPERIENCE (continued)

SHARES, INC., Shelbyville, IN 2008-2010

$35 million unique non-profit fulfillment and manufacturing company that employs mostly handicapped individuals, that provides service and support for people with disabilities to enhance their successful inclusion in the community. General Manager

P&L responsibility for 4 non-profit fulfillment and 1 for-profit automotive manufacturing facilities. Managed 475 employees. Key Accomplishment:

Negotiated licensing and acquired the Air Dog filtration system for diesel trucks. Grew sales on this line from $15M to 28M.

Developed and negotiated a $1.5 million new business contract for automotive finishing

Captured $7 million new fulfillment customers that employed packaging, recycling, shredding and labeling services RYOBI, Pickens SC & Shelbyville, IN 1995-2008

$215 Million aluminum die casting, machining and sub assembly automotive components Director of Quality and Engineering (2003-2008)

Director of Quality (2000-2003) Quality Manager (1996-2000) Operations Supervisor (1995-1996)

Key Projects and Accomplishments:

Revamped the hiring process, establishing an employee-focused approach to reverse a 106% to 10 % turnover rate. Initiated “town hall” meetings to engage employees in daily business activities.

Improved PPM 62%, improved productivity by 15% and reduced scrap by 11% in 18 months through the establishment of a customer focused approach, following the 8D/root cause/Kiazan processes.

Increased sales from $130M to $215M, improving net income from 2.0% to 7.3% and transitioned from $6M in losses to $9M in profit. Reducing debt by 15% in two years.

Reduced OSHA recordable injuries 73% in 18 months by conducting root cause analysis on every injury and creating corrective actions.

Led the Advance Product Quality Planning program which saw 17 new product launched from 2005 to 2008.

Created an employee reward program to encourage high levels of performance, quality, and safety.

Spearheaded the closing of the Pickens, SC facility, leading all phases of the shutdown. MILITARY EXPERIENCE

UNITED STATES ARMY, Fort Knox, KY

Drill Sergeant Instructor/Platoon Sergeant/Active Duty-12 years Supervised five Instructors and 35 Drill Sergeant Candidates every nine weeks. Maintained four $5M, M60A3/M1A1 Tanks. Trained 20 personnel for combat and tank use. AWARDS

Toyota Quality Award, Six Years Toyota Excellence Award, Four Years Ford Q1 PROFESSIONAL DEVELOPMENT

Seven Habits of Highly Effective People Franklin Covey Leadership Certification RYOBI, Shelbyville, IN

Military education equivalent to Associates Degree in Business Management

UNIVERSITY OF LOUISVILLE, Louisville, KY

CITY COLLEGES OF CHICAGO, Chicago, IL

UNIVERSITY OF MARYLAND, College Park, MD

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