Sales Manager

Joseph W. Shumate

**** ***** **** **. *******@***.***

Okeana, Ohio 45053 513-***-****

LEADERSHIP STYLE

Employee involvement to make decisions. Self directed work teams. Measure and analyze data for decision making. KPI's. TPS. 5S. Six Sigma Green Belt certified. Walk the floor daily engaging team members. Know everyone's name. Everything in its place, a place for everything. Better, faster, cheaper!

KEY SKILLS, TRAITS AND CHARACTERISTICS

Relationship Building- Lean Implementations- Team Building- Negotiating- Decision Making- International Business Relations-Account/Client Management- Budget Preparation- Cash Flow/P&L Analysis- Foecasting- Revenue/Profit Growth- Sales- Quality Minded- Safety Oriented- Strong Attendance Record

PRACTICAL EXPERIENCE

Cast-Fab Technologies

3040 Forrer St.

Cincinnati, OH 45209

September 2015- August 2016

$25 million dollar foundry and fab shop specializing in cast gray and ductile iron as well as custom manufacuring of structural weldments and sheet metal enclosures. No direct reports (individual contributor).

Senior Account Manager (Reporting to the Company President/CEO)

- Responsible for current account maintenance and the development of new clients and accounts.

I was hired for this position based on my over 20 years in the metal fabrication industry and

business development experience. Developed over 40 new clients.

Post Glover Resistors

Erlanger, KY

August 2011- June 2015

$30+ million dollar division of Telema Corporation specializing in the design and fabrication of sheet metal electrical resistors and electric brakes for commercial, industrial and transit applications. Approximately 130 direct reports.

Plant Manager (Reported to the Company President)

- As a result of leaner production techniques I led the operations segment of the Company to increase overall revenue from $21 million dollars in 2011 to $31.9 million dollars in 2014.

- Participate in daily meetings with hourly employees to set daily priorities and make sure monthly goals and on-time deliveries are being achieved. Hold a monthly meeting with the entire plant population to discuss results from the previous month and outline details for future business. Brainstorm future lean productivity projects.

- Conduct plant tours with current and potential customers to showcase our unique manufacturing capabilities utilizing punch presses, turret presses, brakes, shears, MIG/TIG welding and more, both CNC and manual types of machines.

DRS Mobile Environmental Systems

Cincinnati, OHIO

June 2008- April 2010

$42 million dollar division of The DRS Corporation which was a $3.2 billion dollar division of The Finnmecanica Company. We specialized in the design and fabrication of ground shelters built for unmanned drone programs, mobile television studio trailers, training trailers and other specialty trailers for commercial and military applications. Approximately 200 direct reports.

VP of Operations (Reported to Facility GM)

- Led unit manufacturing fabricated steel structures primarily used by the U.S. Government DoD.

- Planned numerous initiatives taking the business unit from an $11 million loss in 2007 to a $4.2 million profit in 2009.

- Implemented major programs in self-directed work force and employee led work teams. As a piggy back to this effort I also developed a performance based hourly employee bonus plan that resulted in greater output with a minimal cost attached to it.

- Coordinated customer visits to participate in, provide feedback and monitor project progress.

- Major participant in the implementation of our site obtaining ISO9001:2008 certification in 2009 and the implementation of the Company’s first MRP system.

- Familiarity with most major Government regulations such as FAR, DFAR, ITAR, DCAA, and EAR 99.

Centigon, USA

A Division of BAE Systems (Formerly Armor Holdings Inc.)

West Chester, Ohio

January 2004- October 2007

$135 million dollar division of a global leader in the design, manufacture, and sales of specialty armored vehicles to U.S. Government agencies, the U.S. military, foreign governments, commercial, and celebrity clients. Approximately 125 direct reports.

VP/GM (Reported to Division President)

- Expanded division revenue from $25.5 million dollars in 2004 to $38 million dollars in 2007. Saw margins increase from 21.1% to 26.3%.

- Expanded sales by entertaining and developing customers, both current and future. Developed increased sales with the U.S. Government by “cross pollinating” agencies to expand our market penetration.

- Reduced inventory by 53% going from $6.5 million dollars of stock in 2004 down to $3 million in 2007. Led Supply Chain effort working with outside fabrication shops to manufacture key components utilizing lasers, welding, forming and punching to develop a JIT/vendor managed KanBan system.

- Increased inventory turns from 4 to 10 per year. Reduced cycle time from 60 to 35 days.

- Implemented numerous lean practices to increase through put by 62% and reduce DPU’s by 37%.

- Was a key participant on a global team charged with standardization of international practices, process, parts and materials. Travelled extensively to Germany, France, Mexico, Columbia, and Brazil to complete this successful project. Participated in international sales/sourcing efforts.

- Championed and implemented various “people development” programs including offsite training, lean simulation training, shop floor leadership training, incentive plans, and U.S./Foreign divisions employee exchange programs.

PRIOR PROFESSIONAL EXPERIENCE

General Electric Aircraft Engines (Now GE Aviation)

Cincinnati, Ohio 1997- 2002 and 1984- 1994

Various positions in shop floor leadership including Supervisor, Production Control, Senior Supervisor, Instructor, and Cell Leader. Experience in the manufacture, assembly and repair of jet engine components on programs such as CFM56, CF6, GE90, F101, F110, F404, J79 and J85 as well as other commercial and military programs. Responsibilities were in the areas of engine assembly, welding, EDM, laser, punch presses, brazing, NDT, machining, benching, grinding, sintered metals, gaging and tooling to efficiently produce and assemble jet engines and jet engine hardware. Anywhere from 20-70 direct reports.

Joe Shumate Builders Inc.

Okeana, Ohio 1994- 1997 and 2003

President/Founder of a residential home building/remodeling and development contractor. Responsible for all planning, sales, P&L, design and construction of residential homes.

Guardian Savings Bank

Cincinnati, Ohio 2010-2011

Mortgage loan officer selling residential mortgage loan money to consumers. Generated leads, qualified clients and recomended loan solutions.

Shumate Business Solutions, LLC

Okeana, Ohio 1997- 2011

Founder of a corporate consulting firm helping companies implement modern lean manufacturing techniques.Responsible for generating contacts, business development, planning, process mapping and site implementation.

Untied McGill Corporation

Columbus, Ohio 1980-1984

Midwest Regional Sales Manager. Led sales efforts and market development in an 8 state Midwestern area with the sales, design, fabrication and installation of floating boat docks and marinas.

EDUCATION AND CERTIFICATION

University of Cincinnati

Cincinnati, Ohio

Bachelor’s in Business Administration (Marketing Major)

"Six Sigma Green Belt Certified" from General Electric

"Financial Analysis for Non-Financial Managers" from Duke University's Dave Thomas School of Business

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