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Manager Sales

Media, Pennsylvania, 19063, United States
October 04, 2016

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James E. Miller, Jr.

***E. Jefferson St Apt ***, Media PA 19063

Cell: 484-***-****


Enthusiastic, goal oriented, focused General Manager with more than 20 years of operations leadership working for multi-national corporations. Proven success in achieving multi-million dollar P&L improvements, developing and executing strategic plans, improving operational performance using modern operation systems (Lean, et. al.), and consistently achieving financial objectives. Expertise in building high performance teams through mentoring and coaching.

Plant Manager Experience 10 years experience managing a P&L as a GM/PM (industrial businesses) for major international companies. Made across-the-board operational improvements and multi-million dollar improvements to the P&L for five divisions (three with one company).

Chemical/ Process Industry Experience 20 plus years chemical industry experience in a wide range of chemical manufacturing environments (including phenylalanine, electrochemistry, Bio-solids, TiO2 and rubber).

Lean Expertise Strong Lean experience/expertise; three implementations and 20 years experience using continuous improvement approaches (Lean, Six Sigma, SPC, et. al.). In these organizations achievements include three times reducing in lead-times of + 50%, an average scrap reduction of 65%, and productivity improvements reaching 50% and more. TPS training and implementation experience.

Strategic Planning Very successful in developing strategic plans, following up with tactical supporting objectives and applying business metrics (KPIs) that relate to individual goals. Achieved impressive improvement across the board by linking performance management to the strategic plan.


Synagro Technologies Inc., White Marsh Md 2014 to Present

Director of Dryers

Full P&L, revenue, operational, environment and safety responsibility for this multiplant, $26 M EBITDA division. Manage 9 bio-solids recycling plant across the USA from New England to Hawaii. Established structure, common vision, continuous improvement attitude and approach to an organization that lacked structure, direction and procedures.

Promoted to Director of Dryer after 6 months of improvements as Plant Manager of most important site.

Established an operating vision for each site with monthly reporting. Vision touched on being predictable, continuous improvement, providing services our customers want and meeting and striving to exceed to expectations of our community, customers and regulators.

Installed a Continuous Improvement culture including Lean tools. (KPI's, visual workplace, 5S, Gemba walks, data based decisions, monthly reporting, sharing of best practices, performance mgmt, Ishakawas.).

Three straight years of seven figure reductions in operating expenses.

Improved customer focus and relations, customer changed the rating from a “C” to an “A”

Led operational efforts that saved the business at one site where the company assumed it was lost. Focus on the customer and operational improvement/ reliability. Customer gave as a $45M extension.

Focused on the use of CMMS system, equipment reliability, FO (Forced Outage), PM, PdM. Much of this was not measured before. This yielded higher OEE’s, in some cases 30 % higher.

Behavior based safety system implemented that has resulted in a downward TRR and TIR trends.

Rigid environmental compliance led to a reduction of NOVs to 0.

Technologies include centrifuging, rotary air dryers, screw dryers, digestion, tray dryers, etc.

Exide Technologies, Recycling Group, Reading PA 2011-2014

Plant Manager

Financially responsible for a 35 acre, $200 M plus unionized Lead Acid recycling site for Exide. Unit operations include smelting, plastic extrusion, scrubbers, bag houses, waste water treatment, breaking, refining, and more. Turned around a failing plant.

Introduced and developed a strategic plan that addresses the EHS, operations, costs and community.

Costs are down 15%. $7 Million year to year reduction.

After 5 years of ever decreasing output, the output is up 20+% and at record levels.

Environmental exceedances are down 100%.

Developed community involvement plan, goals and metrics

Introduced several lean concepts. Implemented TPS. Implemented MP2. Implemented Safety 24/7.

Lead Smelting idled; Managing Baton Rouge site.

Improved Plastics profitability by over $1 million

SAFT AMERICA, Space and Defense Division, Cockeysville MD 2006 - 2010

General Manager (2007-2010)

Full P&L responsibilities for $34+ million dollar non-union defense division, a high tech supplier of energy storage systems and development.

Introduced and developed a strategic plan, shortened lead-times significantly (50%), introduced Program Management discipline, grew scope of products, introduced widespread and serious metrics, lowered OSHA recordables by 45%, upgraded the talent and expanded skill sets.

Created a strategic plan that led to a sales growth of 30% and an increased customer base.

Increased EBITDA by $2.0+ million (from less than 5% to 10% of sales).

Led efforts for project management, manufacturing engineering, product development, financials, HR, operations, supply chain management, field service, planning, proposals, contracts, etc.

Developed new industry leading products including SuperPhoshate, Power Control Module and Ultra High Power cells (Highest power cells in the world).

Reduced turnover from over 25% to less than 5% by creating an environment that valued the employee resulting in tremendous improvement in morale.

Lowered production costs on highest volume product by 50%.

Program Manager (2006)

Collaborated in the development of winning proposal and managed the FCS (Future Combat Systems) program resulting in $6.7 million in sales.

Managed Saft’s largest program ($10 million/year) and significantly improved profitability. Won the customers highest performance award four years in a row. Won $40 million in contracts.



Owned and operated company.

Created the company, found financing, and established required support systems.

Imported batteries from Asia, helped source power systems production and provided consulting.

ENPRO INDUSTRIES, GRT Division, Paragould, AR 2002 – 2004

Vice President and General Manager

Full P&L responsibility, including sales and operations, for a $28 million industrial rubber division.

Developed strategic plan that reversed an eight-year slide in OI, cash flow and sales. Achieved $3 million improvement at the bottom line within 2.5 years and generated $8 million in cash in three yrs.

Created a sales and marketing plan that led to a 20% gain in sales and 17% gain in market share.

Implemented Lean Enterprise system that reversed a 6% loss into a 5% positive operating income, decreased lead-times by 50%, achieved a 45% drop in inventory, and a 20% productivity gain.

Coordinated a common vision which allowed the team to achieve higher levels of accomplishment through the use of performance management, training, insistence on strict standards and metrics.

SAFT AMERICA, INC. 1985 – 2001

Vice President and General Manager, Tijuana, Mexico (2000 – 2001)

Full P&L responsibility, including sales, for an $84 million, multi-site business in the portable battery market.

Led 1400 person division to profitability after a history of seven figure losses.

Established a strong vision/strategic plan, restructured and reinvented numerous activities to bring this vision into focus. Transformed organization into a well-focused, spirited, high performance team.

Revamped sales organization that focused the team, stressed markets, emphasized margin, demanded accountability and reporting. New project rate improved by 300% in eight months.

Implemented Lean Manufacturing in the cell plant driving significant improvements: Efficiency increased by 25 percentage points, scrap reduced by 75%, customer returns reduced by 50%, and on-time delivery improved 15 percentage points.

Restructured business, eliminating a large unprofitable segment that represented 25% of the business.

Greatly improved speed to market for the growth product lines. Consumer products went from a lead-time of three days at 80% OTD to less than one day at 95% OTD.

Chemical Plant Director, Valdosta, GA (1996 – 2000)

P&L responsibility for $23 million/year ISO 9001 unionized plant. Responsibilities grew to include corporate wide environment responsibilities and an additional $50M aerospace and defense manufacturing operation.

Achieved seven-figure profits during my leadership after many years of seven figures losses.

Implemented a strategy to achieve “rapid and continuous improvement” (Lean) via a number of modern manufacturing techniques including JIT, TPM, and Kaizens, resulting in significant improvements including reduced in-house scrap by 65%, reduced cycle time by 70%, inventory reduced by 60%, OSHA recordables down 75% and increased productivity by 45%.

Transformed under-performing team to a dynamic team who successfully competed w/ Asian competitors.

Reduced costs to our major in-house customer, who was 70% of the business, by 9% per year.

Led an additional $50 million assembly operation and improved on time delivery from 75% to 95%, reduced backlog from $2 million to $200K and solved several 1+ year old quality problems in 8 months.

Electric Vehicle Sales Manager, Valdosta, GA (1993 – 1996)

Led new business/market development for Electric Vehicle activity in the USA. Interfaced with Big 3.

Developed business plan (addressing technical, financial and marketing tasks) for a hybrid market which had not previously been addressed and identified potential of $10+ million in new business.

Grew market share in the electric bus market from 0% to 15% resulting in new a 7-figure business.

Initiated successful PR campaign, generating 50 publications, public presentations and press releases.

Production Manager/Operations Manager, Valdese, NC (1989 – 1993)

Led operations of $40 million dollar, 400-person non-union defense supplier. Fully turned around the business unit from a perennial loser to a profitable world competitor.

Won the “Top Ten” award for Saft Worldwide (Company’s most prestigious performance award).

Introduced Lean, kanbans, demand flow manufacturing and teams. Reduced flow time in the factory by 75%, cut labor by 50%, reduced scrap by 70%, reduced inventory by 70%, and doubled output in four years.

EDUCATION BS Chemical Engineering Virginia Tech


World Class Manufacturing (Lean) Saft

Total Customer Value (Lean) EnPro

Demand Flow Demand Flow Institute

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