Senior Operations and Manufacturing Professional

SUMMARY

Technology and vision-driven global operations professional with a verifiable track record of progressive growth in various manufacturing and business operations. Practicing strong business analysis and focused planning, effective team building and company organizational skills. Senior leadership with proven success in the development of sound processes, policies and practices that ensure attainment of the company’s financial, business and customer support objectives. A change agent that successfully executes hands on skills and applies extensive experience in all facets of day-to-day operational management and long term planning in both union and non union facilities. Willingness to travel and proficient with domestic and international business travel.

Deliverables:

Executive Decision Maker & Fiscal Planner

P & L Accountability

Budgeting & Cash Flow Optimization

Corporate Strategic Planning & Business Development

Problem Solving & Analytical Skills

KPI Strategy Planning and Execution

Team Building and Leadership

Continuous Improvement/Automation

Multi Location/Global Start-Up North and South America, Europe & Asia

Sales and Marketing Management

Process Evaluation & Change Management

Lean, Six Sigma and ISO Practitioner

Supply & Distribution Management

Human Resource Management

Logistics & Distribution

Project Management

PROFESSIONAL EXPERIENCE

Skilcraft LLC - Burlington, KY 2013 to 2016

VP of Operations – Directed all phases of company Aerospace and Manufacturing operations associated with the short and long-term financial goals as well the coordination of all production, manpower and support activity of the company. Through a focused shift to task specific automation and focused production metrics, successfully exceeded the budgeted financial expectations and increased the departmental output to meet the requirements of planned growth.

Drove and completed the all-inclusive strategic planning and execution associated with the upsizing of the stand-alone Aerospace division. Initiative included: strategic planning, capacity planning, researching and securing a new larger facility, procurement of $3 MM in new equipment and the addition of skilled personnel to accommodate an aggressive five-year $20 MM dollar growth initiative.

Spearheaded significant increase in CNC machining capability by incorporating vertical and horizontal machining centers for aerospace components and coupled CNC production with robotics as well as real time inspection equipment which contributed to a sustained 90% productivity and 100% On Time Delivery performance for a major aviation industry manufacturer.

Managed operations to 4 MM EBITDA on 18MM in revenue.

Armor Metal Group - Mason, Ohio 2008 to 2013

VP of Operations – Directly led the formulation and drove profitability of a stand-alone division to support product distribution, manufacturing, service and install requirements for five independent divisions and product lines. Created and executed a fundamental evaluation for re-training and the focused application of employee skills resulting in a sustainable increase in production lead-times, output and overall quality of all service and products.

Spearheaded the acquisition, set-up, staffing and marketing of a supplemental business unit in U.S which expanded the company’s industry presence and increased consolidated revenue by a projected 40 million dollars.

Implemented a significant reorganization of production culminating in a 40% capacity increase.

Initiated and directed a successful implementation to full Lean Manufacturing Methodology.

Directed implementation of a total quality management system throughout production resulting in a reduction of product defects by 95% and increased customer satisfaction to 100%.

Butler Products – Butler KY, China, South America 2005 to 2008

General Manager – Recruited by company president to launch an aggressive reorganization of all aspects of company operations. Successfully achieved all substantial turnaround objectives and positioned the company to maximize profitable opportunities in a rapidly expanding market. Directed comprehensive review of company practices and executed an entirely new process of accountability and productivity standards resulting in a profitable expansion of operations on a global scale.

Coordinated and successful executed an expansion plan for three new operations in Asia and South America.

Coordinated and directed the implementation of Lean Manufacturing protocols which produced an increase of efficiencies from 50% to 95%.

Overhauled and expanded existing product lines and sales and marketing programs contributing to a 55% increase in additional revenue of 6.5 MM.

Formulated, sourced, introduced and marketed a supplemental line of products manufactured in Asia contributing to a 60% increase in associated profit margins.

Expanded machining capacity to include 15 large format CNC machining centers that successfully accommodated a high profile customer’s expansion initiative to supply painting robots to the automotive industry.

Cryogenic Equipment - Cincinnati, Ohio 2001 to 2004

General Manager – Originally recruited and hired as the Plant Manager to principally guide the establishment and profitability of a North American manufacturing operation for this European based food equipment manufacturer. Daily duties included: full P&L responsibility and accountability, operational management, directed and conducted sales activity, directed all marketing, manufacturing, machining and production activities, engineering/design, employee relations, vendor and customer relations, purchasing, human resources, facility management and accounting.

Successfully implemented a complete corporate culture shift by installing a lean manufacturing protocol that established an effective manufacturing flow and formulated manufacturing cells.

Responsible for product USDA and FDA regulations application and compliance.

Streamlined inventory control procedures that resulted in direct 80% savings for expenses associated with 2.2 MM in-house inventory.

Successfully established a marketing strategy that accomplished a 60% increase (3.5 million) in new business and profitability.

EDUCATION

B.S. - Business Administration – Milton College

TECHNICAL TRAINING

Leadership Development – Goering Center University of Cincinnati

AutoCAD – Cincinnati State

International Association of Manufacturing Sciences – Lean Manufacturing

University of Kentucky/ Lean the Kentucky Way – Toyota Lean Systems

Society of Manufacturing Engineers – Engineering Management

American Management Association – Manufacturing Management

Association for Production and Inventory Control – Enterprise Resources Planning & Execution

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