Operations Leader

Bentley Craig

** ************ **., *******, ** 03087; (H) 603-***-****, (C) 603-***-**** ********@*****.*******.***

Operations, Supply Chain, and Business Leader

Highly motivated and dynamic operations, supply chain and business leader with broad international leadership experience. Demonstrated ability to lead and motivate diverse cultural and functional teams to achieve significant business results that drive growth. Strong operational qualifications with a proven track record of customer focused growth, supply chain/operational turnarounds, solid P&L exposure, and world-class team development.

Professional Experience

Progressive Professional Performance with Breakthrough Results that Drive Stakeholder Value

L-Com Global Connectivity, ($100M) North Andover, Massachusetts

Chief Operating Officer 2015 to Present

Chief Operating Officer reporting directly to the CEO of the business.

Served as the Executive Champion for the Goal Deployment Processes of Cost Reduction and Working Capital Improvement resulting in a $1.5M in free cash flow and $1M in cost reduction savings.

Lead a significant footprint transformation (Greenfield MX Plant, 2 US Closures, and China to MX) that is fueling a $2.8M in EBIT enhancement resulting in 50% lead time improvement – increasing customer satisfaction and growth.

Established a Lean Program using 3P, Daily Management, 5S, and Problem Solving that is to drive increased business performance.

Lead VAVE (Value Add, Value Engineer) activities to reduce product costs and grow a stagnant product line 10%.

Advanced the quoting team processes to improve the turnaround times to less than 24 hours.

FMC Technologies, Surface Integrated Solutions Division ($600M) Houston, Texas

Americas Operations and Supply Chain Manager 2013 to 2015

Operations and Supply Chain Leader for the Surface Wellhead unit (Canada, US, Latin America): reporting directly to the General Manager Surface Integrated Solutions.

Served as the Executive champion for the S&OP process launch (Supply piece) in Q2-Q3 of 2013 for the Surface division impacting 18 points of on time delivery improvement as well as a reduction of $17M in inventory over a 12-month period. This resulted in a 30 point on time delivery improvement that grew sales.

Lead a cross-functional Ops and Supply Chain team to develop a three year strategy (Path of Work) to deliver significant improvement ($50M) in delivery, cost, and working capital.

Lead a multi-functional team in development of Go to Market improvement plans to execute on $15M in EBIT improvement.

Stanley Black & Decker, Stanley Oil & Gas Division ($300M) Houston, Texas

Vice President Operations 2007 to 2013

(2010 – 2013) Promoted to lead the Global Operations & Service Teams (8 Direct Reports) of a newer Stanley acquisition; reporting directly to the President of Stanley Oil & Gas (SOG).

Developed and directed a major portion of the SOG Strategic Plan that is yielding $40M in cost and working capital improvements over the 2012-2014 periods ($15M realized in 2012).

Championed the establishment of a robust productivity effort through the launch of a lasting lean program in a new Stanley acquisition that generated $7.6 Million of savings on a $160M Operations cost base.

Built a global supply chain that delivered a 40% YOY improvement in Customer-Service levels, a 25% Lead-Time reduction, and an increase of $6M in Free Cash Flow (Reduced Inventory by 10% and increased payables 2X). Championed the organizational launch of a full S&OP process for the acquisition.

Effectively managed and lead Operations integration efforts for a unique Stanley acquisition resulting in trust within the legacy business and Stanley which enabled strategic step level change in performance related to Safety, Quality, Delivery, Cost, and Customer Service (Morale).

Stanley Black & Decker, Industrial & Automotive Repair Division ($1.0B) Dallas, TX

Director of Operations

(2009-2010) Assigned to Lead the North American and Asian plants with 700 associates (dual reporting relationship to the President of IAR NA, and the Global Ops VP).

Orchestrated a performance effort that exceeded the OP Plan commitment by saving $4.7M (5%) on $100M of COGS and firmly established 2 of the manufacturing sites as Manufacturing Centers of Excellence. The business unit achieved 18% year on year growth.

Transformed an underutilized global manufacturing network; consolidating and integrating forging operations from Ohio into the Dallas Texas Integrated Forging/Machining Facility resulting in a 30% lead time reduction that drove increased service and $4M of annualized savings.

Championed Significant SFS performance, leading the IAR Inventory reduction efforts in North America by taking Total Inventory down 29% from $23M to $16.4M while increasing On-Time Delivery to greater than 95% for IAR North American plants.

Operations leader for potential (business development) IAR acquisitions – resulting in a $60M strategic addition.

Successfully Lead a Greenfield plant construction, startup, and launch (volume production) in Jiashan, China. Leveraged a 3P design process that created flow and capacity increases enabling the in-sourcing of additional unplanned product to support the Australian Market.

Keen developer of high performing teams. Mentored and advanced several leaders within the group to take on larger roles of greater responsibility within Stanley.

Stanley Black & Decker, Industrial Tool Division ($1.1B) New Britain, CT

Vice President Operations and Business Transformation

(2007-2009) Hired from outside of Stanley, reporting to the President of Industrial Tools.

Served as a founding segment leader in the development and implementation of the Stanley Fulfillment System (SFS). Developed and deployed a high performance tool set that included S&OP, Lean, Complexity Reduction, Lead Time Reduction, and Goal (Policy) Deployment.

Successfully led the business transformation group impacting growth and return on capital employed (ROCE) improvement of greater than 2 percent for a $1.1B division.

Built a Lean Team and Championed establishment of a robust continuous improvement effort that delivered 6%-10% savings annually.

Recruited, mentored, and developed a vigorous Lean Leader Development Program within Industrial Tools.

Served as a Global Supply Chain Excellence Mentor (Servant Leader) to 6 fast track Supply Chain Leaders (cross-divisional) resulting in 100% Greenbelt project completion and $4M of realized savings and working capital reduction.

RSDC of Michigan, Holt, MI

Director of Operations, 2003 to 2006

Successfully led operations to increase capacity 20% impacting growth and step level improvements of a Major Tier 1 supplier to General Motors. Championed the Sales and Operations Planning processes resulting in break-through capacity forecasting that enabled improved revenue by 11% of an aging product line and reduced costs while focusing on continuous improvement change (Kaizen, Six Sigma, and Lean Manufacturing) that positively affected bottom line profits.

Drove 50% year over year injury reduction for 4 consecutive years resulting in $300K annual cost reduction in workers compensation insurance premiums.

Developed and facilitated a front-line leader program (six sigma) focused upon problem solving and empowerment at the point of impact (lowest level).

Effectively developed a world class lean effort that blossomed and developed into a 2 year lean exchange program with Toyota Georgetown.

Successfully negotiated a UAW contract agreement with the local union that served as a pivotal agreement for other unionized agreements in a heavily unionized portion of the US.

Emhart Fastening Technologies, Automotive Division, (Black & Decker) Mt Clemens, MI.

Plant Manager 2001 to 2003

Growth-promotion opportunity reporting to the Director of Operations. Implemented lean manufacturing applications and successfully managed a turnaround plant atmosphere from an “old school” culture to an up-to-date lean manufacturing facility in a high production volume setting. Reduced direct labor from 100 employees to 80 while increasing productivity on volume of $50 million in sales.

Initiated two sweeping changes that resulted in significant process improvement enabling transformational performance (Exceeded OP by $4M). Multi – Plant responsibility (profit and loss) for both the metal stamping and assembly plants.

Repaired and improved customer experiences through focused efforts to improve quality and response time.

Championed the implementation of an Environmental, Health, and Safety Program modeled after the DuPont Stop Observation effort that resulted in significant improvement in YOY injury performance (from12 injuries to 1).

Daimler Chrysler, Detroit Axle Plant, Detroit, MI.

Manufacturing Manager 1996 to 2001

Promoted to Manufacturing Manager (Assistant Plant Manager). Led 2/3rds of the Axle Plant manufacturing operations (700 Personnel) in a turn around effort that changed one of the worst performing plants in Chrysler into a top 5 performing manufacturing operation. Led a major transformation within the Axle Plant to increase flow and capacity resulting in 17% delivery improvement and a significant cost reduction.

Learned and applied Shainin Red “X” problem solving methods to eliminate plaguing quality issues within the 8.25 and 9.25 axle manufacturing operations.

Daimler Chrysler, Kokomo Transmission Plant, Kokomo, IN.

Machining Area Manager

Promoted to Machining Area Manager (100 Personnel) and relocated from the Twinsburg, OH plant to the Kokomo, IN plant.

Managed two different machining areas. After successfully initiating significant results in the aluminum-machining department was assigned to be responsible for one of the largest and most challenging departments within the Kokomo Complex. Extensive Team building, turn-around, and leadership development experience resulting in positive bottom line results (SQDCM). Promoted to Manufacturing Manager and transferred to Detroit Axle.

Daimler Chrysler, Twinsburg Stamping, Twinsburg, OH.

Production Area Manager

Joined Chrysler to grow in responsibility and opportunity. Launched new processes and tooling for the Dodge Durango within the Twinsburg plant. Responsible for the pressroom operations equipped with the latest transfer press technology. Extensive Operating Systems, QS 9000 Experience and new product / process launch experience. Promoted from Production Supervisor to Production Area Manager.

Ford Motor Company, Chicago Stamping Plant, Chicago Heights, IL. 1991 to 1996

Supply Chain, Manufacturing, and new product launch experience.

Gained well-rounded experience in plant management, specifically developed Complete Area of Responsibility (CAR) shop management skills.

ITT Aerospace, Fort Wayne, IN. 1989 to 1991

Production Area Supervisor

Responsible for over 30 assemblers manufacturing various electronic items such as the air traffic control radios found in most airports. Extensive just-in-time manufacturing and scheduling experience.

US Army Career (Captain - Retired Jan. 2003) 1982 to 2003

Enlisted after high school, gaining a skill as an electrician (full apprenticeship). Rose to the rank of Sergeant before leaving the active forces. Attended Officer Candidate School and became a Commissioned Officer in 1991. Have had various staff and line assignments to include: Platoon Leader, Executive Officer, Division Signal Radio Officer, Battalion Logistics Officer, Company Commander, Battalion Operations Officer and proudly served a 2nd Command as the Commander of Co. D 156th Signal Battalion.

Education

Global Supply Excellence, StanleyBlack&Decker Mentorship - 2009-2011

University of Phoenix, Doctor of Business Administration (DBA) - 2008

Stanleyworks & Next Level Partners, Policy (Goal) Deployment Facilitation – 2007

U.S. Army - Command, Control & Communications (CAS3- Command & General Staff College) - 2002

Black & Decker - 6 Sigma Green Belt Training – 2002

DaimlerChrysler - Shainin “Red X” Black Belt Training - 2001

DaimlerChrysler, Manufacturing Leadership Training (Lean Manufacturing) – 2000

U.S. Army, Signal Officer Advanced Course – 1998

Olivet Nazarene University, Master of Business Administration (MBA) - 1996

U.S. Army, Medical Officer Basic Course - 1992

Officer Candidate School - 1991

University of Maryland, Bachelor of Science in Management Studies – 1989

U.S. Army, Non-Commissioned Officer Academy - 1986

U.S. Army, Field COMSEC Electrical Repair – 1983

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