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Sales Manager

United States
October 04, 2016

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Ton Hendrix

Dynamic hands-on leader with extensive experience in Operations, Sales Management,

Lean implementation and Cross Functional Team building in challenging manufacturing companies

14441 Greenpoint Lane, Huntersville, NC 28078 Cell 508-***-**** Email:

Transforming entrepreneurial businesses into high performing companies, reaching their full potential

With extensive (international) experience in Logistics, Operations, Business Development and Sales, my passion is building, developing and coaching cross functional teams and leading them beyond what they thought was possible. Continuous learning using a Lean improvement framework is the foundation of my approach. My preference is working at the interface of Operations, Engineering and Sales in a challenging manufacturing environment.

SPGPRINTS GROUP, Dutch multinational ( ) March 2015-Present

SPGPrints group is a total system solutions provider of equipment and precision metal products, for the textile and graphics market, medical, defense and other markets.

Managing Director SPGPrints America, $14M revenue (December 2015-Present)

Responsible for business development, sales and production of SPGPrints products in the US

Full P&L responsibility

Interim Managing Director SPGPrints Wuxi, China, $16M revenue (March 2015-October 2015)

Responsible for Chinese sales office and (limited) production for SPGPrints products

Guided recruiting process for new Managing Director (Previous MD left unexpectedly)

Adjusted sales organization and replaced Sales Manager who was not a good fit with the team.

VIBCO VIBRATORS, Wyoming, RI ( ) June 2013-March 2015

Industrial Vibrators / $15M Revenue

Family owned manufacturer of industrial turbine, hydraulic and electric vibrators. CNC machining of castings and steel to manufacture vibrator components, assemble and test, mostly to customer order, developing ultra-short delivery times.

VP Operations and Lean Champion (True North: Same day/Next Day delivery)

Hands-on, on the floor management of Machine Shop, Assembly cells and Purchasing.

Organizing Kaizen events on the floor for capacity planning, assembly cell improvements, Kanban process improvement, throughput time and utilization improvement, setup time reduction

Data analysis using SQL and ERP database, building machine shop and assembly capacity and priority schedule, developing KPIs and advising owner on strategic issues.

Working closely with Engineering and Marketing to develop approach for new product introduction, focusing on manufacturability and reduction of integral cost working with supply chain.

FERGUSON PERFORATING, Providence, RI ( ) 2005-June 2013

Perforated metals / $33M Revenue

Family owned manufacturer of perforated precision products, worldwide sales for custom made B2B applications such as aerospace (30% of revenue), defense, automotive, sugar centrifuges, filtration, medical. Production sites in Providence, RI and New Castle, PA.

Vice President Operations, Direction Team member (July 2006 to June 2013)

Participated in the transformation from a traditional family owned company into a modern enterprise, by gradually blending inside expert knowledge with knowhow of new employees.

Facilitated development of company worldwide strategy, translating strategic goals and KPIs into clear goals for production teams, instituted on the floor daily progress measurements.

Responsible for 60 employees at RI and PA facilities, daily operations, hiring and employee development, cross-functional team building. Focus on individual strengths to balance teams.

Communicated daily with our PA plant, stimulated the exchange of ideas and employee visits.

Implemented companywide Lean program, trained all RI employees and management.

Led numerous Kaizen events using Lean Six Sigma principles a/o with Goodrich Aerostructures.

Optimized complete shop flow reducing factory throughput time by 40% and instituted TPM routine. Coordinated the implementation of visual management boards in the factory and office.

Reduced number of safety claims by 30% from 2008 to 2012 as part of 6S program.

Rebuilt Operations Team, developed empowered organization with Leader standard work, significantly reducing the need for management intervention in daily operations.

Created real time visual schedules at every work center, supported ERP system upgrade.

Analyzed business data frequently, to support operational and strategic decisions

Achieved ISO 9001:2008 status and AS9100 certification.

Worked closely with Engineering and Sales to improve products and processes.

International Sales Manager (2005 to June 2006)

Responsible for domestic and international sales of sugar screens, grew sales 16%.

STORK CORPORATION, Stork Prints Group, company Stork Veco 1991 – 2004

Engineered electroformed and chemically etched (ECM) precision products / $25M Revenue

Production and sales of low volume, high mix metal precision products for custom made B2B applications such as defense, medical, automotive, consumer products, professional inkjets, encoders, filtration. Tolerances in micron range.

President US Sales Office Stork Veco, Bedford, MA (1998-2004)

Responsible for US Sales office with 5 employees, grew sales from $4M in 2002 to $7M in 2004.

Added 20% new customers over 2 years, generated $1.5M new sales with Delphi Automotive.

Working closely with R&D generated $1M high margin annual sales with SC Johnson.

Operations manager Stork Veco, Netherlands (1992 – 1998) (Two and 3 shifts)

Managed 50+ employees in production, logistics, purchasing, production planning, shipping and invoicing. Rebuilt Operations Team, gradually replacing 50% of direct reports.

Provided direction to the operations strategy and participated in development and implementation of the overall strategic plan, doubling sales and quadrupling profits.

Implemented German acquisition, integrated production, managed capital equipment investments, organizational restructuring, resulting in higher capacity and lower cost.

Led companywide ISO9002 implementation process through certification, implemented new ERP system, significantly improving the ERP systems capabilities.

Logistics Manager Stork Graphics, Netherlands (Jan – Dec 1991)

Managed logistics team responsible for multiple product groups.


Logistics consultant and planning functions, Inventory and Supply Chain Management, Capacity Planning, Scheduling.


Certificate International Marketing Program INSEAD, Fontainebleau, France

MBA specialty Logistics Technical University Eindhoven, the Netherlands

B.S. Industrial Engineering Technical University Eindhoven, the Netherlands

• Lean training by Goodrich Aerostructures • Six Sigma Green Belt

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