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Sales Manager

Wilsonville, Oregon, 97070, United States
October 18, 2016

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David R. Thomas

**** ** ***** ****** ** 717-***-****

Wilsonville, OR 97070


Experienced manufacturing professional looking for a chance to join an organization that needs a leader to unlock the potential of the teams within the company looking for dramatic improvements. Demonstrated history of achievements in a variety of manufacturing environments with business changing results. Able to make an immediate positive impact to both the bottom line and the morale of the people within the organization.

Expertise in

Global Sourcing






Lead Time Reduction

Growth Planning

Plant Relocation


Nortek Air Solutions Tualatin, OR 2015 - 2016

GROUP VICE PRESIDENT – Operations, Sourcing, and Quality 2015 – 2016

Responsible for operations in the largest custom HVAC manufacturer in North America with sales in excess of $400MM. Tasked with consolidating operational footprint and improving profitability for 8 different custom brands in 9 different facilities. Brought in to complete plant rationalization activity and restructuring.

Assumed leadership of the poorly coordinated shutdown of 3 plants and consolidation in to two other plants. Developed operational ramp up plans that increased receiving plant capability by over 50%.

Assigned to improve money losing operation and dramatically increase capacity. Increased capacity by 50% and returned operation to solid profitability in 2 months.

Created Lean infrastructure to implement custom equipment flow line for major customer which reduced lead time by 50% and increased capacity by up to 400% over 6 month for two different product lines.

Implemented SIOP process to independently manage 5 different product lines and improve customer performance. Increased forecast accuracy from under 50% to over 98%.

Schindler Elevator Corporation Hanover, PA 2008 - 2015


Accountable for the development and transition of operations from a national manufacturing strategy to a state of the art late configuration delivery strategy utilizing the global supply chain. Responsible for 3 facilities and 7 warehouses to support the elevator installation business. Member of the Global Schindler Production System development team that developed the corporate TPS system for plants throughout the world.

Key member of Global Production System working group that developed long range vision for building all new manufacturing facilities in our 4 key market areas. Developed project with a working team from China, India, Czech Republic and Brazil. Personally presented proposal to the Group CEO and gained his approval.

Developed proposal to reposition US elevator manufacturing strategy to align facility with new global footprint and new product launches. Effort included shutting down largest manufacturing site and building a new LEED® Gold facility and outsourcing over 70% of current operation and increased use of globally sourced parts.

Recognized by Manufacturer’s Association of Pennsylvania as Company of the Year for work of setting up a globally competitive supply chain in Pennsylvania and completing building project recognized by Associated Building Contractors for our region in the Green Building Category.

Led project to shut down legacy manufacturing facility to 4 focused facilities both internally and externally with no impact on our customers while demand was increased by 40%. All product lines set production output records during transition period.

Awarded Schindler Medal for Achievement as top contributor in North America in 2013 for development of outsourced plant that exceeded goals in transition costs and annual savings by over $1MM/year.


Accountable for 4 facilities and 7 warehouses that support the elevator and escalator installation and modernization business for North America with P&L over $240MM. Direct reports include 3 General Managers as well as, purchasing, engineering, manufacturing, customer service, logistics, and quality. Promoted to this position after completing orientation assignment as General Manager – Elevator Manufacturing.

Addressed on time delivery issues by developing visual tracking systems. Plant went from under 60% on time to over 99% for a highly customized and made to order product. Reduced lead time by 40% and implemented “Quick Ship” program to install an elevator in industry best lead time.

Led plant cost reduction effort that led to 50% year over year improvements in program performance from $4.0MM to $8.8MM per year.

Led quality improvement effort that reduced defects in the field by over 90% and reduced cost of quality issues by $1.8MM. Recognized by global quality organization as a change agent.

Instituted Sales and Operational Planning effort that identified critical sales budgeting miss and implemented immediate supply chain actions to support doubling of sales volume despite corporate direction that output would not need to be increased. Ramped up production 100% and maintained 99% on time delivery.

New Standard Corporation York, PA


Accountable for the leadership of operational and technical team in a 400 person organization across 3 facilities engaged in the manufacture of metal products for a variety of industries and customers. Lead the operations, engineering, quality, logistics, materials, planning, and estimating functions of the organization.

Executed immediate and sustained cost reduction activities using Black Belt methodology to return company to profitability. Returned company to profitability within 4 months of arrival.

Implemented enterprise level metrics to connect P&L to estimation process to secure profitable business and optimize engineering and sales efforts.

Negotiated several long term customer contracts that increased company profitability and provided customers with innovative solutions to their metal products needs.

Developed and implemented a 5 year technology map to identify product and process offerings that had the most profitable impact on the organization while minimizing capital outlays.

East York Plant, York International Corporation York, PA

PLANT MANAGER 2004 - 2005

Accountable for the management of an operation consisting of 350 hourly and 45 salaried team members. Produced semi-custom air-handling equipment for the HVAC industry. Managed all aspects of business unit to include production, materials, purchasing, engineering, and personnel with sales of $90 million.

Led operational efforts to transition plant to a revolutionary product using many new construction and manufacturing techniques. Coached implementation teams in effective transition management and successfully implemented startup with warranty costs 50% lower than previous product and 6 times lower than sister facility.

Improved output of critical department by 25% by coaching a young operating leadership team in Lean methodology. Implemented 2 day lead time for replacement coil manufacturing – best in industry.

Dramatically increased output of plant by using Black Belt and Green Belt teams to redesign plant layout. Plant achieved a 40% increase in output and productivity increased by 20% without major capital investment.


Accountable for the management of an operation consisting of 250 hourly and 4 salaried team members. Produced air-handling equipment for the HVAC industry. Managed all aspects of business unit to include sheetmetal, assembly, electrical wiring, welding, and brazing.

Grantley Plant, York International Corporation York, PA


Accountable for the management of an operation consisting of 80 hourly and 6 salaried team members. Produced compressor equipment for the HVAC industry. Managed all aspects of business unit to include manufacturing, assembly, materials, engineering, and planning. Member of collective bargaining team at contract talks with United Auto Workers. Majority of customers were located outside of the U.S.

Chester Mill, Kimberly-Clark Corporation Chester, PA


Accountable for the management of 3 departments consisting of 116 hourly and 12 salaried team members with an annual budget of $55 million. Produced consumer towels and napkins on 10 production lines with sales in excess of $80 million. Led $26.7 capital project that required team to design and build the state of the art printing/converting operation as part of a brand relaunch.


Managed department consisting of 80 hourly and 3 salaried team members with an annual budget of $35 million. Produced consumer towels on 6 production lines. Also responsible for the post merger transition of the Scott Paper facility to Kimberly-Clark systems and policies.

Lakeview Mill, Kimberly-Clark Corporation Neenah, Wisconsin

TEAM LEADER 1993 - 1996

Led various teams in the production of consumer products. Transitioned a traditional union shop to a world class manufacturing facility with High Performance Work Teams and key elements of the Toyota Production System.

Conway Mill, Kimberly-Clark Corporation Conway, Arkansas


Led design and installation of state of the art product line and commercialized new technology. Completed Kimberly-Clark training for Black Belt and completed numerous Six Sigma Quality Projects.

U.S. Army, Test and Experimentation Command Ft Ord, CA


Led combat testing unit responsible for testing weapon systems prior to full scale purchase by US Army.


Cornell University, Ithaca, NY, B.S. Mechanical Engineering, 1987

York College, York, PA (Studies leading to an MBA)

Center for Creative Leadership – Leadership Development Program

Wilson Counselor Sales Training

Board Member, Manufacturing Association of South Central Pennsylvania


Youth Sports Coach – Basketball, Soccer

Boy Scout Troop Leader – 12 years

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