Manager Management

MICHAEL J. JANDA

* ****** ***** *********, ** ***30

Mobile: 847-***-**** E-mail: ***********@*****.***

SUMMARY

I have over 25 years overall management experience with over 15 years of executive management experience. My leadership background includes experience which includes but not limited to: Global Sourcing / Procurement, Contracts, Operations / Plant Management, Production Planning within various industries. My career has been concentrated on Rapid Growth Companies as well as Turnarounds and is complemented by an extensive background in developing talent and improving processes / procedures.

Some of my more recent experiences have been with EPC companies focused on Construction IEA was catering to Solar and Wind Energy Industry While I consulted for Babcock & Wilcox which focused on upgrading existing power plants. Prior to IEA & UNIRAC I was with Roberts & Schaefer, Co. (EPC for Bulk Material Handling) which was owned by Elgin Industries (GFI) when I was brought on board to develop an overall Procurement Strategy to improve the company’s overall value. In December 2010, Roberts & Schaefer was acquired by KBR as a strategic opportunity and to compliment its own product offering. R&S was one of three divisions owned by Elgin Industries which had been acquired by GFI in 2007 for $50 million and on December 22, 2010 R&S alone was acquired by KBR for $292 million.

In addition to serving the Solar Racking Renewable Energy markets, I also have experience in bulk material handling industry, Air and Gas Handling Equipment, Metal Forming, Lighting, Blending Equipment, Textiles, Fasteners, Drafting Supplies (paper, film & vellum) and Plastics industries. My experience has taken me to various locations throughout the world, from North America, South America, China, Indonesia, India and Europe. I have developed knowledge of various industries as well as strategic relationships with key executives around the world in these industries.

WORK EXPERIENCE

Janda Consulting (Independent Consultant) – Grayslake, IL. …..Sept 2012 to Present

PRESIDENT - Sr. PROJECT & CONTROLS MANAGER

Consulting focused on the Operations of an Organization. We make our clients’ business our business, helping to solve their most important challenges with defined process improvement. Our hands-on leadership allows us to quickly assess company performance and deliver solutions to establish and improve business processes. We created a platform to help companies grow exponentially and profitably which is scalable. By adopting a process driven approach, we ensure that our clients receive comprehensive and cost-effective guidance in a timely manner. When we finish, our customers have the tools needed to manage future projects more effectively as well as personnel trained to use those tools.

IEA – Westchester, IL Sept 2014 to Aug 2015

(Infrastructure & Energy Alternatives – EPC Company)

DIRECTOR OF PROCUREMENT

IEA is the parent company to White Construction and RMT

Brought in to evaluate Purchasing department for recommendation for future group

Develop Processes and Procedures to be utilized by current and future acquisitions by IEA

Initial focus to improve margins and leverage buys.

Develop Global relationships with Suppliers and Subcontractors as an IEA Procurement group.

oSubcontracts related but not limited to: Earthworks, Erection, Electrical, Fire prevention, HVAC, Plumbing, etc.

Define KPI’s. And developing processes and procedures support the growth of the organization both Internally and through acquisitions

Defined job descriptions and set goals to accelerate the transition from PM’s procuring to this function utilizing the company’s overall leverage power as IEA

Developed Supplier Scorecards as well as vendor qualification process.

UNIRAC, Inc. – Albuquerque, NM. May 2013 to Aug 2014

(Solar Racking – Part of the Hilti Group)

DIRECTOR OF PROCUREMENT

Staff: 4 direct reports

Budget: Fluctuating around $58,000,000

Develop and implement the company’s Global Supply Chain strategic sourcing and Contracting procedures

Recruit, hire, train and manage the Procurement team to achieve expected results.

Negotiate supplier contracts for best commercial value, legal provisions and terms sufficiency, etc.

Develop communications with Operations, Engineering, Sales, Marketing and other internal functional groups

Collaborate with groups to define and utilize favorable contractual language in all standard contract forms

Facilitate compliance with the Procurement procedures and other supplier management objectives

Provide the company with accurate tracking of status and statistics for all existing and pending supplier pricing

Conduct Make versus Buy decision analysis and decisions

Lead ongoing process improvement efforts, recommending changes where appropriate

Lead the Quality group in conjunction with outsourced related products.

Roberts & Schaefer, Co. (a KBR Co.) – Chicago, IL March 2008 to July 2012

(Engineering / Construction Company)

VICE PRESIDENT OF PURCHASING / CONTRACTS - GLOBAL

Staff: 18 direct reports

Budget: $250,000,000

R&S was acquired through Acquisition by KBR on December 22, 2010.

The Acquisition was a result of the strong performance of R&S between 2008 and 2010.

Continue to develop Global relationships with Suppliers and Subcontractors which has increased R&S Global presence.

Brought in to establish a Purchasing department to improve margins and leverage buys.

Focused on achieving KPI’s. And developing processes and procedures to be used globally and to support the growth of the organization from $105Mil in 2007 to 221Mil in 2009.

Defined job descriptions and set goals to accelerate the transition from PM’s procuring to this function utilizing the company’s overall leverage around the globe (Chicago, Salt Lake, Poland, Australia, Indonesia and India).

Develop Global relationships with Suppliers and Subcontractors for Roberts & Schaefer.

oSubcontracts related but not limited to: Earthworks, Erection, Electrical, Fire prevention, HVAC, Plumbing, etc.

Developed Supplier Scorecards as well as vendor qualification process.

Fluid Management (a Division of IDEX Corp) – Wheeling, IL 2007 to 2008

(Manufacturer/Distributor of Blending and mixing equipment)

DIRECTOR OF MATERIALS

Staff: 7 direct reports (3 Buyers, 1 Inventory Analyst, 2 Planners, 1 Manager logistics/facilities (manages 11 reports)),

Budget: $25,250,000

Brought in to develop the materials team focused on achieving KPI’s. and to support the growths of the organization from $72Mil in 2006 to 90Mil for 2008.

Key to revamping the department implementing procedures and processes to define the expectations by position.

Key role in implementing NEW software system moving from Avante to JD Edwadrs software.

Developed Supplier Scorecards as well as vendor qualification process.

BIDDEFORD BLANKETS, LLC. – Mundelein, IL 2004 to 2007

(Manufacturer/Distributor of heated Mattress Pads, Blankets and throws. The company was a turn around opportunity when I was contacted by the President/CEO Mark Porter and is generating revenue in excess of $25MM.)

DIRECTOR OF LOGISTICS/OPERATIONS

Staff: 3 direct reports (Floor leader including Shipping/Receiving, Buyer, EDI Analyst), Very seasonal up to 30 indirect reports

Budget: $1,750,000

Key player in the turn around of Biddeford Blankets. Served as a member of the Biddeford Blankets executive team. Joined a company, which lost $20Mil from 2001-2003. Moved the operations from Biddeford Maine to China and created a distribution facility in Mundelein Illinois. The company realized a $2.3Mil profit for 2004 and $3.2Mil Profit in 2005.

Instrumental in closing of the plant in Biddeford Maine, and opening of a distribution facility in Mundelein, IL Distribution costs reduced by 13% or $165,000. Oversaw design and layout of the new distribution facility, quality control, inventory management, and supply chain management. Contract negotiations, forecasting, budget preparations, and procurement., and safety.

Boosted on-time delivery performance ratings from 63% to 99% for all products.

Evaluated the consolidation of other division warehouses into the Mundelein facility. Reviewed the opportunity of closing a warehouse /distribution facility in Minneapolis and moving the distribution of its products (Microlife Blood Pressure devices and Thermometers)

ILLINOIS BLOWER, INC. – Cary, IL 2000 to 2004

(Manufacturer of air and gas handling equipment serving global power generation, chemical and petroleum industries.

PLANT / OPERATIONS MANAGER – 2000 to 2004

MATERIALS MANAGER – 2000

Staff: 7 direct reports (Floor Managers, Shipping/Receiving Supervisor, Buyers, Manufacturing Engineer, Master Scheduler),

30 indirect reports Budget: $7,000,000

In company that had a stagnant growth rate, was part of management team that grew revenue from $7MM to $30MM in 18 months.

Worked to source and produce components to support our largest customer General Electric (Power Generation Division)

Worked on Six Sigma projects (Vendor Qualification, Supplier Scorecards/Grading and Cost avoidance, KPI development) to meet requirements from our top customers.

Negotiated multiple vendor contracts that delivered cost savings approaching $1MM. (savings included $349k on a motor contract, $230k on a silencer contract, and $288k on box weldments).

Boosted on-time delivery performance ratings from 95% to 99% for GE products.

Capitalized on strong business relationships with suppliers and paved the way for additional business opportunities, specifically products that are now being manufactured in Mexico.

DICKSON WEATHERPROOF NAIL – Libertyville, IL 1997 to 2000

(Manufacturer of hand driven nails. Company employs 122 and 2000 sales were nearly $7 million.)

PLANT OPERATIONS MANAGER – 1998 to 2000 - MATERIALS MANAGER- 1997 to 1998

Staff: 32 production/maintenance staff and Shipping Supervisor Budget: $12,000,000

Promoted to spearhead operations/manufacturing activities for 2-shift plant in conjunction with earlier role of Materials Manager. Implemented Lean concepts to focus the company through turnaround. Navigated plant through surge of issues and continued to deliver production improvements. Recognized as a key contributor in turnaround efforts which subsequently positioned company for sale.

Boosted on-time shipments from 82% to 98%, and drove daily throughput from 65,000 pounds of nails to 84,000 pounds.

Identified foreign vendors in China and negotiated deals that enhanced product offerings and made company more competitive in the marketplace.

Pinpointed domestic and foreign suppliers and prudently negotiated deals to improve bottom-line.

Reduced scrap rates 6%. Transformed plant to a JIT system to improve cash flow.

Introduced employee bonus award program to reward employees for “zero lost time accidents.”

Slashed raw material inventory (rods) from 450,000 pounds to 70,000 pounds.

Lowered finished goods from 3 million pounds to 1.2 million pounds and curtailed manufacturing cycle from 13 days to 7 days.

Enhanced on-time shipments 46% to 93% in 18 months.

Additional Job History

Additional positions back to 1985

EDUCATION

BA degree, Liberal Arts - 2000

Northeastern Illinois University – Chicago, IL

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