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Sales Supply Chain

Location:
Louisville, Kentucky, United States
Posted:
October 17, 2016

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PHIL BARBER

Louisville KY 502-***-**** acw3bt@r.postjobfree.com linkedin.com/in/philbarber2

SENIOR EXECUTIVE CHIEF OPERATIONS OFFICER

Multi-talented business leader with 15+ years’ experience delivering profitable growth. Distinguished for fostering superior customer engagement and workplace culture.

Growth Catalyst – consistently contributed to YOY revenue increases through innovative products / services and optimized processes that powered sales.

P&L Leader – fueled bottom-line success through lower cost structures for businesses ranging in size from $36 million to $1.4 billion in annual revenue.

Transformation Expert – turned around organizations via targeted projects and strategies for innovation, communication, and change management.

Business Strategist – combined front-line observations with analytics to uncover customer friction points; aligned processes, technology, and training for an unparalleled customer experience.

Professional Experience

SERVICEMASTER 2014 to 2015

VP Operations and Customer Experience

Terminix International Memphis, TN

Scope: Branch Operations, Call Centers, 2.7M customers Revenue: $1.4B Team: 6,500 employees

Developed strategy and frameworks for standardized, high-value service operations. Rooted out inefficiencies and developed systems and a culture of accountability and continuous improvement.

Growth Strategy. Assessed root causes of stalled growth and developed future state strategies that built talent pool capabilities and provided a value-driven customer experience.

Innovation: Transformed sales offerings contributing to 5% YOY revenue increase in 2015.

Customer Retention. Partnered with technical teams to transform call center technology, and strengthened customer engagement with training and metrics. Secured 15% cut in cancellations, leading to $7.7M in new sales.

Performance Strategy. Elicited $6.2M in new technician sales through pay incentives, and reduced Cost-of-Poor-Service by $2.7M through improved service performance.

OTIS ELEVATOR COMPANY 2005 to 2013

A division of United Technologies

Director, Supply Chain & Operations (2011 – 2013)

Otis North America Florence, SC

Scope: Engineering, Manufacturing, Supply Chain, Logistics Budget: $300M Team: 400-1,200 employees

Articulated a well-planned change initiative to lead the consolidation of 5 plants in the US and Mexico into a single, world-class facility in South Carolina. Hired and developed professional and hourly employees.

Operational Excellence. Delivered 20% cost reduction, 22% productivity increase, and 25% sales increase through new manufacturing methods, business process automation, and deep visibility into metrics.

Supply Chain. Led the selection and transition of 74 global suppliers while maintaining 95% service levels.

Workforce Satisfaction. Shaped a stellar place of work, achieving 72% favorability rating among employees for ethics, EH&S, and transparent communications.

Director, ACE/Lean Manufacturing (2008 – 2011)

Otis World Headquarters Farmington, CT

Scope: Global Manufacturing Locations: 35 factories in 12 countries across the Americas, Europe, & Asia

Tapped to steer development of a global manufacturing model with standardized ACE system to improve efficiencies, profitability, and customer satisfaction.

Change Initiative. Developed a cross-cultural, multi-language training and communications strategy and program that standardized and strengthened manufacturing processes.

Global Success. Delivered significant business impact: 25% productivity increase, 54% OTD, 26% turns.

Senior Quality Manager (2005 – 2008)

Otis Elevator Bloomington, IN

Scope: US & Mexico Elevator Production Team: 14 quality and supplier development engineers

Transformed processes to deliver fully operational elevators for North American customers. Applied proven methodologies to standardize manufacturing for efficiencies and quality.

Transformational Change. Designed a change program and used relationship-building and effective, cross-cultural communication strategies to shift behavior and improve quality.

Quality Success. Improved quality 29% YOY, and reduced cost of poor quality by $2M.

Business Expansion. Worked with a global matrix team launching 3 product lines to achieve cash flow, profit, and service performance goals.

PRATT & WHITNEY East Hartford, CT 1999 to 2005

A division of United Technologies

General Manager (2004 – 2005)

Commercial HPT Airfoil Repair Station

Scope: FAA-licensed Repair Operations Revenue: $72M Team: 285 union employees

Quickly learned service business to propel operational excellence and sales. Built strong relationships with customers comprised of the world’s leading airlines. Differentiated the business with a competitive value proposition of yield, turn time, quality, and on-time delivery.

P&L Improvement. Grew margin by 5 points over 2003; exceeded sales plan by 29%.

Inventory Optimization. Reduced inventory by 22% over 2003.

Quality. Cut PPM rate from 5,875 to 1,1114, and Cost of Poor Quality (COPQ) by 71%.

Safety. Achieved 80% reduction in lost time injury rate and 15% cut in OSHA recordable rate.

Business Center Manager (2002 – 2003)

TMC Coatings Business Center

Scope: 24/7 Production Revenue: $33M Team: 135 union operators, engineers, & cell leaders

Achieved stable and predictable results with Lean Sigma processes. Set priorities, fostered a productive culture, implemented best practices, and rewarded effectiveness.

Tailored Solution. Delivered fast, flexible, and efficient processes for 8% productivity increase.

Quality. Achieved 49% reduction in non-conformance through processes that addressed repeat issues.

Workforce Strategy. Smoothly managed change with union team to develop quarterly review process for employee sourcing that cut costs 13% and sustained manpower levels.

Business Unit Manager (1999 – 2002)

Aluminide Coatings Business Unit

Scope: 24/7 Production Team: 25 union employees

Held P&L responsibility in new production facility. Managed supply chain, manufacturing, and quality.

Lean Manufacturing. Shaped a top-ranked business unit using ACE principles of standard work, mistake proofing, TPM, and pull systems.

Profitability & Performance. Achieved rapid results: 70% cut in waste generation, 12% increase in productivity, 98% first-time yields, and 17% reduction in workforce.

EDUCATION & PROFESSIONAL DEVELOPMENT

M.S., Management – Supply Chain, Rensellaer Polytechnic Institute – Troy, NY

B.S., Civil Engineering - Structural, University of Louisville – Louisville, KY

Executive Program – University of Virginia, Darden Business School

Gemba Certification – Shingijitsu

Value Streaming Mapping Certified Trainer – Duggan & Associates

Red X Problem Solving – Pratt & Whitney



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