Jonathan D. Williams

acwr0h@r.postjobfree.com Phone: 570-***-**** 2040 State Route 92 Harding, PA 18643

Experienced General Manager

ummary

Top-performing General Manager with operational and sales experience in the building materials and paper converting industry. Proven track record of optimizing operational performance, generating new revenue sources, supporting sales, interfacing clients, and managing expenses. Motivational leader with skillful ability to identify productivity gaps, restructure workflow, recapture profit gains, as well as ensure environmental safety and workforce morale. Successful history of integrating management skills to meet inter-departmental challenges in production, sales, customer satisfaction, inventory, administration, and traffic.

Areas of Expertise:

Strategic Planning – Merchandising & Vendor Relations – Quality Control – Change Management – Expense Control

Sales Forecasting – Inventory Management – P&L – Client & Business Needs Assessment – Cost Benefit Analysis Procurement & Purchasing – Sales Cycle Management – Logistics – Team Leadership & Training -Business Development

Project Management- Production Management- Continuous Improvement

Professional Experience

FABRAL – Lancaster, PA 2014- 2016

Metal Building Components Manufacturer-

PLANT MANAGER- December 2014- April 2016

Full P&L responsibilility for Plant Operations.

Implement Continuous Improvement, Team Development, Control of Expense, Job Hazard Analysis and Lean Manufacturing Concepts.

Execute Cost Reduction projects based on changing operating procedures which will save Fabral over 500k annually. Projects will be duplicated at other Fabral Locations which will add another 300k in cost avoidance annually.

Acquisition and redeployment of unused trim manufacturing equipment adding 30% capacity and effectively reducing labor by 20%.

Development of self-directed departmental teams focusing on reducing WIP, focusing on smaller batch sizes to facilitate shipping efficiency, order accuracy and Continuous Improvement.

WEATHEREDGE BUILDING COMPONENTS – Clyde, NY 2013- 2014

Metal Building Components Manufacturer-

Manufacturing Consultant/ Operations Manager – October 2013- October 2014

Identify opportunities within the manufacturing process to improve quality, safety, throughput and reduce scrap to enhance revenue.

Analyze current equipment, layout, material flow, processes, training needs and develop recommendations for Continous Improvement.

Purchase and start-up of 2 new trim rollforming lines. Additional capacity reduced labor expense by 30%, finished good inventory by 150k and improved yield/efficiencies.

Added 3M in new business- 25% improvement in Sales & Revenue

Website design and launch

Change Management, train and development of new manufacturing and customer service team

CENTRAL STATES MANUFACTURING – Mount Airy, North Carolina 2013- 2013

Metal Building Components Manufacturer- 5 US Locations

BUSINESS DEVELOPMENT MANAGER

Develop and execute a business plan to support a proposed start-up manufacturing location to be added FY 2014. Central States postponed the expansion into PA due to a refocus on struggling expansion initatives in SD and CO.

Identify and establish a distributor base

Provide education, training and support of new business opportunities working closely with distributors promoting sustainable metal roofing and siding solutions.

Establish new relationships with national distribution groups.

Coordinate sales and marketing strategy with Operations to support business objectives.

METAL SALES MANUFACTURING– Deer Lake, PA 2007 to 2012

Metal Building Components Manufacturer- 21 US Locations

GENERAL MANAGER

Manage administration, sales, manufacturing and traffic management teams to plan. Serve as a liasion to vendors at both the corporate and local distribution level. Oversee sales and business development teams, providing tactical support at customer events, shows, and training seminars.

Realize 30% improvement in on-time shipping performance by implementing lean manufacturing principles for sales and operations groups.

Increase Sales and Revenue by 20% with focus on the growth of top (20%) accounts and addition of new business. Engage Sales in Operations to support growth initiatives.

Realize a 50% improvement in safety with a reduction to one non-recordable accident during tenure with implementation of Continuous Improvement and ensuring compliance to safey rules.

Develop and maintain strong relationships supporting National Accounts and major distribution buying groups.

Exceed budgeted margin and profit plan each year with a focus on a reduction of errors, scrap, transportation costs and headcount.

RONCO MACHINE & RIGGING – Lake Winola, PA 2007 to 2007

Industrial Construction Company specializing in engineering and fabrications with primary focus in the paper industry.

PROJECT MANAGER

Implement operational efficiency plans primarily in the paper converting business sector. Interface with clients to identify constraints to increased throughput. Provide cost analysis, equipment evaluations and assist with ROI justifications. Single point of contact for assigned projects and managed PM budget tracking total project costs including labor, material cost, change orders and margin.

Manage a $3.8M contract with Proctor & Gamble with a paper machine rebuild project.

Evaluate equipment constraints and develop proposals to upgrade converting equipment to increase throughput with industry leaders including Marcal, Scott Tissue and Georgia-Pacific.

VICWEST/JENISYS ENGINEERED PRODUCTS – Wilkes-Barre, PA 2003 to 2006

Metal Building Component Manufacturer- acquired by Fabral Metal Wall and Roof Systems in 2006 and closed.

PLANT MANAGER

Manage plant activities including customer service, quality and production control, OSHA compliance, facility maintenance, traffic, inventory assurance, scheduling, human resources and operations. Operate at budget with full autonomy while managing financial burden expense.

Achieve 30% improvement in scrap reduction.

Realize $1M+ in savings with company inbound/ outbound freight opportunities.

Achieved 20% improvement in customer service performance surpassing a plantwide goal of 99.5% on-time/ complete service benchmark.

CORNELL IRONWORKS- Mountaintop, PA 2001 to 2002

Manufacturer of overhead door and closure products with 150 union free employees.

MANUFACTURING MANAGER

Plan production, maintenance process, and develop self-directed work teams.

Manage production of four roll-forming lines, powder coat lines, door panels and door guide framework.

Serve as Kaizen facilitator and perform training seminars for supervisors and associates.

POTLATCH CORPORATION– Ransom, PA 1984-2001(Also operating as Pope and Talbot And Plainwell Tissue during my tenure)

Manufacturer of private label tissue paper products -400 Union and Management employees

MATERIALS MANAGER (last position)

Initial hire as a Converting Supervisor progressively assuming increased levels of responsibility including Warehouse Manager, Shipping and Receiving Manager, Packaging Specialist, Converting Area Manager, Scheduling Manager and Materials Manager.

Actively involved in the planning, layout and start-up of a 800k square foot converting and distribution center.

Schedule paper machines and converting lines in the production of 500 tons per day of tissue, towel and napkin in a private label tissue operation.

Maintain critical vendor relationships and continuously manage material cost through qualification of new suppliers and conduct trials within an ISO certified manufacturing environment.

Achieve a 40% reduction in raw materials and finished goods inventory without impacting order fufillment or adversely affecting plant production schedules. Increase plant revenues with sale of excess raw material inventory to domestic and export markets.

Education

Bachelor of Arts Psychology, Secondary Education – Wilkes University – Wilkes-Barre, PA

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