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Sales Customer Service

Ormond Beach, Florida, United States
October 09, 2016

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Jorge Gutierrez

Visionary Change Leader and Multi-Industry Manufacturing Expert

Ormond Beach, FL 31274

C: 386-***-****

Vice President – Global Enterprise


MBA (Finance and Marketing) M.S. Applied Management & Industry B.S. in Engineering SS Black Belt

Push through complex changes holding organizations back … Drive down costs while profits and revenue skyrocket … Maximize operational excellence … Eliminate inefficiencies through improved processes and systems.

Manufacturing Expertise

Dynamic leader with 15+ years of global multi-industry and multi-site manufacturing experience, including major turnarounds. Lead sizeable teams and continuous improvement to reach ambitious profit goals.

Raise standards and impact KPIs dramatically: revenue, lead time, defects, cycle time, quality, waste, compliance, and employee retention, to produce quality products with greater efficiency and quality for well-known brands.

Global Leadership

Successful global executive, with deep insight into North and Latin American markets to open, penetrate and respond rapidly to changing market trends. Well versed in the business culture, traditions, and regulations. Previously lived in Venezuela and traveled and worked in other Latin American countries across the continent. Speak and write fluent Spanish.

Sensitive to diverse cultures, bridging gaps, and driving cultural change to unify teams to work cooperatively.

Business Savvy & Financial Acuity

Keen understanding of business and profit drivers to determine best course of action to improve EBITDA, margins, cash flow, and revenues. Strategic in operations, business development, B2B partnerships, pricing, distribution, and budgeting.

Provide vision and lay out plans to make successful companies more successful and transform underperformers.

Global Manufacturing Operations

Strategic Business Planning

Supply Chain Management

Revitalization & Change

Inventory Management

Financial Management

P&L Management

Strategic Partnerships

Hiring & Training

Customer Relations

Quality Control

Sales Growth

Industry Experience: Manufacturing, F&B, Paper, Confectionary/Baking, Apparel, and Education Industries

Manufacturing Practices: Lean Manufacturing ISO 9000 5S Six Sigma FDA & OSHA Standards CGMPs

Professional History

SENIOR VICE PRESIDENT OF OPERATIONS: Maycom Communications, Daytona Beach, FL, 4/2015 – 10/2015

Joined the executive team and played a consulting role in managing explosive growth while remaining aligned with organizational mission and vision of this wireless communications company, with $90 million in revenue, $5.6 million in EBITDA, 50+ Sprint stores, and 220+ employees. Major focus on improving margins, achieving operational excellence and delivering above customer expectations. Report to CEO.

Fostered a high-performance culture and accountability, meeting with all levels up through regional and district leaders as well as customers and suppliers.

Crafted competitive compensation plans for sales and district managers and launched compensation plans for new reps to attract and retain a higher level of talent, maximize gross profit, and improve customer service.

Positioned organization for improved cash flow and inventory velocity by developing and implementing key operational SOPs.

Created format and platform for developing strategy maps, goals, objectives and balance scorecards, translating mission into desired strategic outcomes thereby setting the tone for high performance and accountability.

REGION VICE PRESIDENT OF OPERATIONS: Concorde Career College, Mission, KS, 2012–2015

Crafted strategy and led deep and rapid turnaround impacting critical functions, including sales, marketing, and supply chain. Placed strong focus on marketing and sales, identifying growth segments, redefining target market, launching products, services and sales certification process, restructuring pricing, and improving onboarding of new sales hires.

Improved EBITDA $3.8 million, from negative $2.6 million to positive $1.2 million and achieved 20% YOY revenue growth, boosting annual revenue to $48 million while improving competitive advantage and saving $2.1 million.

Cut working capital 15%, ($60,000), decreased buffer stock inventory 8% ($32,000) and improved delivery wait-time 40%.

Enhanced organizational culture and earned Best in Class designation within the region for sales, compliance, raising employee retention to 94% and employee engagement to 98.5%, and lowering safety incidents to .43 incident rate.

Built high-performance teams and improved customer service rating from 83.1% to 98.3% in 2 years.

Implemented continuous improvement and savings strategies, eliminated non-value add activities, set KPIs, streamlined operations, and procurement processes, and built strategic B2B relationships.

PRESIDENT / GENERAL MANAGER: Wyotech, Ormond Beach, FL, 2009–2012

Led and reversed downward profit trends (-$1.2 million EBIT) for 200,000 sq. Ft. motorcycle and marine profit center. Managed nine direct and 127 indirect reports. Totally reengineered floor design of the facility to overcome inefficiencies.

Seized global opportunity and negotiated $2.5 million joint venture with Nigerian government to establish offshore training facility and provide specialized diagnostic/technical training.

Bolstered revenues from $22 million to $40 million through plant-wide major continuous improvement effort to impact financial and operational KPIs. Improved product quality through a Total Preventive System (TPS) program.

Reduced operating costs $.8 million and saved $500,000 through tool parts contract negotiations, and consolidating and centralizing departments/operations.

Increased sale close rate 10% by restructuring sales staff and launching sales technician skill certification program.

Spearheaded marketing to attract and grow Hispanic growth market.

PRESIDENT / GENERAL MANAGER: UTI Technical Institute, Norwood, MA, 2007–2009

Developed plan of action to increase revenues and profitability for this 280,000 sq. ft. Automotive and diesel operation with 138 employees. Identified critical gaps and implemented solutions to turn around low customer satisfaction, audit results, and growth. Promoted key employees, raised motivational levels, and directed team.

Spurred revenue growth 31% to 40% and boosted unit sale 20%, totaling $6 million.

Improved results, attaining 98% employee retention, zero-findings on SOX audits, and 32% higher EBIT, with new leadership and performance expectations. Achieved internal best-in-class in SOX and OSHA performance.

Strengthened balance sheet by eliminating non-operating fixed assets to reduce total assets 10% ($1.2 million) and aligning capital expenses to current demand and projected quarterly forecast. Improved ROIC: 13.1% from 8.6%

Raised contribution margins 8% by reducing variable cost through direct labor rationalization, saving in direct material usage, and reducing production supplies.

Received UTI’s President’s Award, exceeding customer service and employee satisfaction targets; 98% on both.

INTERIM COO: 2 Angels Investment Co., Miami, FL, 2005–2007

Positioned family business for sale, restoring profitability at this land and property development holding company

Oversaw and refined accounting, operational, cost control, and staff activities and maximized value.

Realized 110% return on property sales, 200% for magazine publication, and 100% for accounting business.

GENERAL MANAGER, SOUTH FLORIDA & PUERTO RICO: ADT Security (Tyco Corporation), City, ST 2003–2005

Developed roadmap to transform troubled $35 million security sales and installation business, leading eight direct reports and 122 indirect employees. Led major change to minimize customer attrition, eliminate installation backlog, restore morale, and boost market share. Developed training (in Spanish and English) to improve sales effectiveness and service quality.

Propelled $15 million gross revenue increase, 26% increase in revenue per employee, and 22% in productivity. Restructured teams, creating state-of-the-art training center, tech/sales certification program, and merit-based compensation.

Saved $450,000 with Six Sigma effort that streamlined inventory management.

Boosted customer rating from 78% to 95%.

Consolidated installation fleet from 60 to 35. Reconfigured vehicles to improve inventory tracking. Reduced parts inventory $50,000, minimized return trips to restock, and improved customer response from 83% to 94%.

COUNTRY MANAGER – JAMAICA & CARIBBEAN BASIN: International Paper, 1998–2003

Promoted from business development manager to turnaround 3-plant paper manufacturing operations, Improved EBITDA to 4% and delivered positive results in employee and customer relations and other key issues. Led 15 direct reports/100+ indirect reports: includes plant/ production manager, controller, sales, and QC manager. Oversaw $36 million budget.

Expanded gross revenue 10% to $40 million, maximizing distribution channels, launching new products, and new market entry. Played pivotal role in accelerating revenue growth 33% over three years through exclusive customer contracts.

Leveraged multi-cultural background to manage cultural diversity within a highly diverse global country, bringing sensitivity to effectively manage the dynamics of the Asian, British, and Jamaican / Haitian employee base.

Chosen for the Chairman’s Diversity Council to develop program and core values to create an inclusive culture.

Reversed loss in market share to plastics by improving paper product graphics and quality and new product launch.

Reduced downtime 36% by starting a plant-wide Total Productive Maintenance and 5S program.

Additional Experience:

GENERAL MANAGER, CENTRAL AMERICA, Vanity Fair – Guatemala, 1992–1998

Provided leadership oversight and a streamlined number of contractors from 30 to 15 outsourced manufacturing plants, producing apparel all the way through to shipping of finished women and men's wear for Janson's and Jansport brand merchandise and private labels sold in top retail stores such as JC Penney’s and Macy’s. Monitored production and quality.

Built relationships with contractors to secure buy-in to new and improved manufacturing practices and maintain quality standards. Transitioned from traditional to modular manufacturing and introduced Lean manufacturing.

A streamlined number of contractors in Central America 53% to 15, resulting in a reduction in total product cycle time 12%, total defects 10%, and lead-time 6%.

Established startup subsidiary for production purposes and resolve quality issues.

PLANT MANAGER, Interbake Foods (Western Foods) -- Richmond, VA: Managed 3-shift, unionized manufacturing plant with 200+ employees, ensuring timely high-volume production of cookies and crackers for customers, such as the Girl Scouts, Nabisco, and Conagra. Managed process from procurement to packaging.

MANUFACTURING SUPERVISOR, Warner-Lambert -- Boston, MA: Supervised manufacturing for confectionery division, leading processing and packaging for the major brands, such as Junior Mints.


MBA, FINANCE & MARKETING, J. L. Kellogg School of Management, Northwestern University, IL



BLACK BELT SIX SIGMA CERTIFIED, Management and Strategy Institute, PA

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