COO, VP Operations, Plant Manager

Professional Profile

Experienced organizational operations leader renowned for articulating a compelling vision of the future and devising comprehensive plans featuring improvement strategies to foster top-line growth and enhance bottom-line margins. Recognized for catalyzing new benchmarks in performance, orchestrating operational expansions, and driving revenue acceleration through end-to-end business transformations. Possessing an innate capacity to foster understanding and garner commitment across all organizational tiers. Orchestrated and delivered over $1 billion in P&L impact across multi-site operations. Served as COO, GM, and trusted advisor to Owners, CEOs, Executive Committees, and Board of Directors across diverse industries. Demonstrated success in leading transformations of Large Corporations, Mid-Sized Private Equity ventures, and Small Private Ownership enterprises.

Highlights / Achievements/ Specialized Skills

Vision, Mission, Strategic and Tactical Planning & Execution, S&OP Focus, TOC in Operations.

Multi-plant, Cross-Functional Global Operations, Business Development, Sales, Marketing.

P&L Responsibility, Budget Development, Strategic and Tactical Planning, Capital Planning.

Disruptive Leader: drives transformation, creates transparency, develops empowerment.

Supply Chain, Logistics, Inventory Control, QMS, ISO9001, AS9100, ITAR, ISO13485

Operational Excellence, Lean, TPS, A3, 5S, TQM, JIT, Kaizen, Six Sigma, DFSS, SPC, DOE

Develops proposals with resource plans & pricing / Recruit, staff and implement solutions.

Designs solutions to optimize integration of people, technology, equipment, materials, and capital.

Professional Experience

COO Feb 2018 – Nov 2023

Vacuum Process Engineering $42mm privately owned aerospace/semiconductor. 1 day/week.

Enabled scale up of 3 complex engineered assembly products, Implemented ERP

Startup of machine shop 10 CNC centers. Installed capacity and recruited talent.

Implemented 24x7 operation, Restructured engineering, quality, scheduling, and HR.

Results: Revenue growth $7mm to $42mm in 5 years, EBITDA margins up from 17% to 30%.

Vice President Apr 2016 – Oct 2023

Manex Consulting, San Ramon, CA

Business Transformation Expert / Fractional COO for Expansions, Integrations, Turnarounds

Responsible for sales proposal engineering, consulting service delivery, and customer satisfaction with team of 35 consultants in over 120 client projects per year. Assess client businesses, develop improvement strategies, build resource work plans, staffing, deliver results, NPS scores, coaching sales skill development. ROI range 6:1 to 20:1. Applied for and managed delivery of 5 CA State grants.

Increased standard margins to 50%, recruited for deeper capability to deliver work.

Mentored sales in client conversation methods for first segment scope of work.

Developed follow-on sales tactics for sales teams and helped sell that value to clients.

Broadened Consulting services with fractional / interim process engineering experts.

Expanded Lean product portfolio with Product Design, Modeling, Layouts, Work Balance.

Provided Fractional COO advisory role for three key customers over several years.

COO Apr 2017 – Mar 2020

PJ’s Rebar $85mm privately owned rebar fabrication construction materials supplier. 1 day/week

Developed turnaround strategies for processes, people, and job costing.

Changed pricing model from unit weight to value added based.

Scaled up second manufacturing site. Restructured organization for growth.

Results: Revenue growth $45mm to $85mm. EBITDA margins improved from 4% to 17%

MBA Sabbatical Dec 2014 – Dec 2015

VP Transformation Mar 2014 - Nov 2014

Chevron, San Ramon, CA

Extended CFO close timing gave C-Level team only 4 hours before 10Q earnings calls, 20 years of prior efforts failed, including higher headcounts. Long hours and high pressure gave corporate accounting a sweat-shop reputation with highest repetitive motion injury rate in the company. Alternative IT solution was $100mm and 5 years to implement, and improvement couldn’t wait.

Developed 7 key strategies to transform closing timeline and rapidly create benefits.

Created 7 IT applications, managed implementation with parallels.

Results: Provided CEO/Board 4 days 10Q review. Created work/life balance, enabled exit time 4-5p. Dramatically reduced injury rates.

General Manager Jan 2013 – Mar 2014

Chassix, Montague, MI

Platinum Equity purchased this Tier1&2 automotive supplier of machined aluminum castings for steering and chassis. Responsible for turnaround of this $240mm P&L with 420 employees, reported to Private Equity firm.

Established part traceability and metrics to enable root cause corrective action.

Implemented rapid learning cadence to reduce defects & downtime, developed team skills.

Scaled operations to meet customer demand, Launched 23 new products to schedule and budget.

Results: $60mm in P&L benefits, Exit with corporate bankruptcy

VP Transformation Sep 2012 – Jan 2013

AAA NCNU Emergency Roadside, Emeryville CA

Mission: Reduce call center operational costs, while retaining service levels and market share.

Modeled consumer demand patterns and call center response for emergency roadside.

Developed decision support simulation model to evaluate alternative call center operations.

Results: operational costs 26% lower, maintained customer service emergency response levels.

VP Transformation May 2012 – Oct 2012

SunGard Availability, Philadelphia, PA

IT Disaster Recovery solutions needed new go-to-market strategies and processes for mid-market scaling. Private Equity Owner: KKR during Turnaround.

Develop new Go-To-Market concepts and strategies for IT Disaster Recovery product.

Created prototype software application for client onboarding, enabling target margins.

Results: 11:11 Systems Carve-Out

General Manager Jan 2011 – Apr 2012

Kraft, Lakeshore Plant, Toronto, ON, CA

History deficient performance, unmaintained assets, and a disengaged union workforce. Responsible for $250mm P&L turnaround, with 14 direct, 46mgmt, and 549 union employees, with 8 manufacturing lines.

Implemented hourly metrics and tier review cadence, originated union partnership (BCTGM / IAM)

Establish union line leads, continuous improvement program, morale up, grievances down.

Improve on time delivery rate 80% to 99%, while reducing inventory levels by 33%.

Consolidated a sister plant’s production volume, leveraging EBITDA to near 30%.

Results: Revenue grown from $250mm to $400mm. Exit: Kraft-Heinz merger, Mondelez Carve-Out

VP Transformation Feb 2010 – Dec 2010

Kraft, NA Grocery Business

Responsible for NA Assessments of 12 NA sites for refrigerated, bakery, dairy, meat, and snack foods. Developed implementation plans from value stream with integrated financials.

Transformation Consultant Dec 2009 – Feb 2010

Kraft, Fullerton, CA

Responsible for proof of concept for improvement of refrigerated product line.

VP OpEx Jun 2006 – Dec 2009

AvisBudget, North America 17 major airports, South Africa 3 airports

after 7 years of declining profits, improve business operations for major airports. 50% Fractional.

Develop project strategies for initial momentum, identified financial benefits, trained leaders.

Improved asset utilization by optimizing rental car flow.

Results: reduced expenses $0.5b in 4 yrs, enabled repurchase of European franchise.

VP OpEx Jun 2006 – Dec 2009

BayCare Health Systems

Responsible for lean model PMO conversion, and interim leadership for 13 hospitals to improve patient access and reduce operating costs. Team of 18 FTE. 25%-50% Fractional assignment.

Designed an integrated Center of Excellence, combined PMO and management engineering.

Built strategic roadmap to build momentum with critical patient, provider, and community benefits.

Results: Franklin Award of Distinction from The Joint Commission. Improved cash position.

VP OpEx Apr 2006 – Mar 2007

Molex

Tier 1&2 automotive electronic, electrical and fiber optic interconnection systems. Injection molding site was capacity constrained. Pressured to outsource /offshore. 25% Fractional assignment.

Assessed downtime, modeled alternatives, developed union partners, and coach implementation.

Designed and implemented new standard work built, reduced changeovers 75% and errors 90%.

Results: averted outsource threat, productivity up 22% enables capacity without $12mm capital.

Director OpEx Mar 2001 – Mar 2006

First Data Corp, Greenwood Village, CO

Leader for strategic growth, and M&A integration Credit / Debit / Stored Value. Startup of OpEx program. Engagement leader for shared services: HR, Legal, Audit, Banking secrecy, Anti-Money Laundering.

Develop strategies, select, and prioritize projects, scope initiatives, project financial models.

Set talent development goals, budgeted, implemented, managed Center of Excellence

Built and implemented IT in 1 month speeds Audit’s Sarbanes-Oxley by 13months.

Reduced client implementation timeline for gift card business by 90%, expanding capacity.

Concept to Startup in 60-days for greenfield customer contact & electronics repair site.

Results: Exit to Western Union Carve-Out, First Data taken private by KKR.

Director Transformation Jan 1998 – Mar 2001

PACCAR, Bellevue, WA

Responsible for strategic planning, implementation tactics and talent to attain plans. Recruited, trained, managed 28 direct at 5 manufacturing sites in 3 countries, 200 indirect, $15mm budget.

Directed improvement resources for Peterbilt, Kenworth (MEX), DAF (UK), Braden Winch.

Built strategy for $200mm construction truck build on-line and in sequence, UAW partnership

oProgram Manager for 7 work streams, Delivered Job1 in 6 months.

Results: $500mm Revenue added, $283mm reduced costs.

Education

Master of Business Administration Honor Graduate 2015

Saint Mary’s College of California, Moraga CA (AACSB accredited)

Bachelor of Mechanical Engineering Honor Graduate 1983

Georgia Institute of Technology, Atlanta, GA

Certifications

EXECUTIVE COACH 2018 INSTITUTE OF COACHING, HARVARD MEDICAL SCHOOL

MODELING AND SIMULATION PROFESSIONAL 2023 NTSA

LEAN SIX SIGMA MASTER BLACK BELT 1997 ALLIEDSIGNAL, HONEYWELL, GE, SIX SIGMA ACADEMY

CERTIFIED MANAGER OF QUALITY / ORGANIZATIONAL EXCELLENCE #01267 ASQ

CERTIFIED QUALITY ENGINEER #31377 ASQ

Awards & Professional Recognition

BEST ORGANIZATIONAL ACHIEVEMENT IN LEAN ENTERPRISE IMPROVEMENT BTOE AVISBUDGET

BEST ACHIEVEMENT OF OPERATIONAL EXCELLENCE IN AUTOMOTIVE BTOE PACCAR

FRANKLIN AWARD OF DISTINCTION THE JOINT COMMISSION BAYCARE HEALTH

SENIOR MEMBER AMERICAN SOCIETY FOR QUALITY AND INSTITUTE OF INDUSTRIAL ENGINEERING

PUBLICATION: THE COMPLETE IDIOT’S GUIDE TO LEAN SIX SIGMA, 2007, PENGUIN PRESS

Contact this candidate