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Manager Management

Huntsville, Alabama, 35811, United States
January 07, 2017

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*** ******* **** ******, **********, AL 35811

Cell 810-***-****


Highly accomplished, adept and driven manufacturing operations and business development executive with over 20 years of experience successfully improving profits and growth for manufacturing companies. Achieve cost reductions through strategic enhancements in productivity, inventory and supplier negotiations. Superior ability to identify new areas of business and develop teams to ensure long-term growth.

Process Improvements Target Market Positioning Cross-Functional Team Leadership

Operations Management Mergers & Acquisitions Strategic Business Development

Quality Assurance Business Analysis Efficiency Improvements Cost Containment

Inventory Training & Development Engineering Management Team Development


Department Manager of Inside/Outside Garden Department, The Home Depot, Huntsville, Alabama November 2013 - Current

Started as part time Hardware Sales Associate, promoted to full time Sales Associate in Lawn and Garden, effective February 4, 2014. Promoted to Department Head of Tool Rental/Repair, effective July 7, 2014. Significantly reduced markdowns, developed/implemented Fleet Tool PM Program and increased profit by 38% over previous year. Promoted to Department Head of Tool Rental and Pro Desk, effective August 31, 2015. Promoted to Department Head of Inside/Outside Garden, effective December 15, 2015.

President/Owner; R&M INTERNATIONAL, LLC, Huntsville, Alabama January 2013 - Current

Providing reorganization and lean manufacturing support to Sodecia NA, to right size their North American Operations. Excess capacity in North American market post acquisition, leading to closure of three manufacturing plants and resultant move of programs requiring new PPAP submissions.

Operations Manager; Southeastern Anodizing Corporation, Division of OFlex Corporation, Clanton, Alabama, May 2012 – January 2013

Aluminum fabrication, cutting, notch presses, buffing, finishing and anodizing operation. Operational turnaround addressing quality, delivery and customer new launch issues. Implementing Toyota production system and completing $5M expansion of building and new automated anodizing line. Implemented APQP system for new automotive programs, including PFEMA/DFEMA and PPAP submission.

President/Owner; R&M INTERNATIONAL, LLC, Wayland, Michigan 2009-2012

Approached by Sodecia SGPS, European based automotive supplier, to start North American based business. Created market presence and developed acquisition strategies for growth into North America. Researched North American Cross Car Beam market and developed penetration strategy for Sodecia SGPS.

Researched, analyzed and recommended series of companies for potential buyout including successful acquisition of 70% of AZ Automotive Corporation – developed and recruited legal and CPA due diligence team to complete due diligence in just 4 weeks.

Company objective, globalization of Ford Supplier Base completed, and company phased out.


110 Hickory Glen Circle, Huntsville, AL 35811

Cell 810-***-****

Vice President, Business Development – Operational Turnarounds; THE BROWN CORPORATION OF AMERICA, Ionia, Michigan 2003-2009

Built business strategies and developed growth through partnerships, acquisitions and joint ventures. Drove relationships with target automotive OEM and Tier II suppliers to facilitate growth, maximizing black box design capability and contract manufacturing.

Oversaw operations for 4 manufacturing plants responsible for $195M annual revenue. Managed and mentored team of plant managers with oversight of 1,370 salaried/hourly personnel. Identified, designed and executed plans to improve efficiency and quality, with special emphasis on PPAP preparation/submission at plant level, while ensuring cost reduction targets achieved.

Overhauled and restructured Ionia facility to spearhead increase of EBITDA from 3% to 15.6% in only 12 months.

Overhauled and restructured Mississippi facility for successful launch of two CCB programs for Nissan Canton plant launch. Reversed negative EBITDA to positive 12% in 12 months.

Overhauled and restructured Saltillo, Mexico facility weld/assembly department, over two week July shutdown, implementing one piece flow to reduce labor/inventory cost improving EBITDA by 5%.

Minimized impact of steel material price increase through successful negotiations for pricing relief with Lear Corporation that recaptured 66% of costs.

Drove $45M in new business growth after only one year, utilizing improvements in APQP new program launch system to improve launch performance and overall supplier rating..

Brown Corporation Assets sold to Matcor, management not retained, provided 24 week severance.

Vice President; CAMACO, P&C GROUP 1, INC, Novi, Michigan 2002-2003

Managed 3 production facilities for automotive supplier of metal seat structures. Directed program management and sales. Mentored and managed 20 salaried and 650 hourly employees.

Attended Technical/Program Management/Purchasing meetings for current and new programs, driving issue capture and corrective action implementation. Eliminated New Business Hold status at Lear Corporation by improving new program launch performance with focused APQP system, including renewed emphasis on DFEMA/PFEMA, resulting in PPAP accuracy and timing.

Lear Corporation introduced me to Brown Corporation CEO. Opportunity to provide better program/operational support to Lear from Brown Corporation, largest metal structure supplier.

Director of Plant Program Launch Readiness; GUARDIAN AUTOMOTIVE TECHNICAL CENTER, Warren, Michigan 2002

Served as start-up consultant to launch injection molding programs at 3 automotive plants. Developed new program launch system utilizing APQP and implementing tracking system with key milestones.

Hiring VP was fired, consulting contract not retained.

Vice President/General Manager; BAE INDUSTRIES INC, Centerline, Michigan 2000-2001

Led operation management of 2 plants contributing $56M annual revenue. Identified opportunities and implemented key process improvements to reduce costs, improve productivity and drive quality.

Eliminated prior 5-year loss to break even within 12 months through organizational restructure and cost containment improvements including reduction in premium freight from $1.3M to $50K and minimizing inventory by $2M through improvements in shop floor visual management system.

Co-owners reduced management and staffing after 9/11 attack due to loss of revenue. Received very generous severance package.


110 Hickory Glen Circle, Huntsville, AL 35811

Cell 810-***-****

Director - Seat Systems Division (Dura); General Manager - Seat Track Operations (Excel);

DURA AUTOMOTIVE SYSTEMS (Formerly) EXCEL AUTOMOTIVE SYSTEMS, Southfield, Michigan and Stockton, Illinois 1998-2000

Retained after business acquisition by Dura Automotive and assigned to manage 5 manufacturing plants in North America with $170M annual sales. Developed capital budgets and defined quality, including APQP system, production and cost containment strategies for division.

Tasked to launch and develop new seat systems business unit for Dura Automotive with black box capabilities for complete metal seat structure. Created operational and marketing direction. Built cross-functional management team and implemented key procedures in engineering, manufacturing, materials management and human relations to ensure profitability and growth for new division.

Received call from largest customer requesting purchase of Meritor Power Track business, in final stage of acquisition by Investment Group, presented opportunity to CEO, received approval from Board to do due diligence and purchased in 6 days.

Forged quick profitability after prior 2-year loss at Stockton facility, while launching $53M in new programs, by streamlining operations, redesigning product/process for new programs and implementing Kaizen and Kanban initiatives. Stockton P&L improved from $7.5 M loss to $17.5 M profit in 18 months.

Hiring CEO at retirement age. New CEO wanted prior business acquaintance to run newly formed division after acquiring Meritor Power Seating Group. I was offered secondary role, but chose to leave.

Director of Manufacturing/Plant Manager/General Manager of Manufacturing/Assembly Manager; YAMAKAWA MANUFACTURING CORPORATION OF AMERICA, Portland, Tennessee 1993-1998

Prompted numerous improvements in profitability and overall operational performance to receive rapid promotions during tenure. Managed and led all manufacturing for steel processing in US and Mexico facilities from engineering to production to quality assurance.

Led Nissan MIG, Manufacturers Improvement Group, developed to improve Nissan suppliers overall performance in 1995.

Nominated and approved by Yamakawa Board of Directors, to be first American executive on Board of Directors in history. Board members included Nissan, Marubeni Trading Company and Yamakawa.

Japanese President who hired me had to rotate back to Japan. New Japanese president said he did not trust Americans to run company and I was released with 24 week severance package.


Master of Business Administration Coursework

Bowling Green State University, Bowling Green, Ohio

Bachelor of Science in Business Management

Oakland University, Rochester, Michigan

Manufacturing Executive Program – University of Michigan

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