Operations Professional

MICHAEL RUSSO

480-***-**** **************@*****.*** Cave Creek, AZ 85331

OPERATIONS EXECUTIVE

A results-driven US Navy veteran with extensive experience and skills in leadership, service operations, process improvement, procurement, and safety. Knowledgeable in project management and operational best practices to improve efficiency, continuous improvement, and overall operational strategies. Exceptional people skills with the ability to motivate others to achieve goals and overcome obstacles. Acumen in Instituting Best Practices that Improve EBITDA and Optimize Profitability. Proven ability to introduce and manage safety programs and processes that improve employee awareness, company standards, reduce incidents and lower insurance costs. Experienced in human resources initiatives to save money, mitigate employee waste, boost morale and increase productivity. Areas of Expertise:

Procurement Negotiations Competitive Strategy Project Management Business Operations

Operational Excellence Supply Chain Management Executive Leadership Multi-site Management

Data Analytics Business Intelligence Strategic Planning Complex Problem Solving

EXPERIENCE

US Pipe Fabrication, Phoenix, AZ 01/2023 - To Current

USA made ductile pipe manufacturer with fabrication of project items with glass-lined and cement-lined piping systems. Fabricated and installed piping in Water Treatment facilities across the nation with sizes ranging from 3” to 60” diameter. Working with several thousand tons of recycled metal every month to mold ductile iron pipe and fittings.

Regional Operations Director

Currently leading three manufacturing facilities across Western US consisting of 75+ manufacturing employees, 6 Customer Service Representatives, and 2 Estimating Engineers.

•Astronomical increases in EBITDA by 59% for the entire Region in the first six month. Have results from EOY 2022 at $16M, 2023 EOY numbers at $39M, projected EOY 2024 numbers to be $48M.

•Projected annual growth for 2024 is 25%, following a 2023 year for growth over 2022 at 145%. With EBITDA in the 52% range for 2024.

•Implemented numerous improvements to all locations to include process improvement, continuous improvement, 6S, and internal communications. Starting with double checking order entry, fabrication communication, Quality Control, and final shipping.

•Building the right team at each facility to be able to handle short deadline orders, larger projects (>$1M), and delivering on time with quality.

XYLEM INC., Phoenix, AZ 11/2019 – 07/2022

Regional Operations Director

Successfully led the West US Region consisting of 12 facilities to record highs in Revenue, Operating Income (O/I), Safety Scorecard, and Growth. Reduced expenses and drove the volume of sales and rental projects to obtain high O/I and Revenue goals. Managed 11 direct reports and Sales Team, with a total sum of 85 West Region employees.

•Attained 22% growth over a three-year timeframe, from $45M to $58M (EOY Projection on a budget of $50M for 2022). Continually achieved quarterly forecast goals for the last two years.

•Annual growth for 2022 is projected at 11%, following 4% in 2021 and annual growth of 7% in 2020.

•Sustained Operating Income on average of 23% YTD.

•Leveraging Supply Chain efforts to maintain Lean inventory counts, reducing obsolete and excess inventory levels on monthly counts. Properly adjusting order points/quantities quarterly for proactive planning on future repairs.

•Empowered Branch Managers to lead efforts in P/L performance, growth, and volume of sales and rentals. Held Employee training sessions on P/L financials, variable v. fixed costs, and measures within their control.

•Drove efforts in Operations and Service KPI’s to meet all goals in Unavailable, Inventory, Revenue and O/I.

•Partnered strategically in a $5M Fleet Replacement Project to reduce fleet repair expenses for aged trucks.

SOUTHWEST PRODUCTS, Surprise, AZ 01/2017 – 11/2019

Power Division Business Director

Spearheaded the production of 50+ different models of Generators, 16 Pump sizes/models, and five different Power Unit models, driving Gross Profit percentages on each build. Interacted regularly with executive team, individual department heads and subsidiary Department Heads to ensure that company’s operational priorities were aligned with the company’s strategic plan, culture and direction. Strategically planned and executed to enhance profitability, productivity and efficiencies throughout all operations. Managed 8 direct reports and total team of 300+.

•Built and sold 1300+ units representing $238M in total cost of builds for the 2018 year. Achieved 10-15% reduction in build times on all production, allowing for an additional 3-5 units to be built each month.

•Reached Annual growth of 28% for 2018. 21% growth expected for 2019 with anticipated higher returns on the mining and government sectors pump product line.

AHERN EQUIPMENT, Las Vegas, NV 01/2016 – 12/2016

Director of Operations & Service

Oversaw company operations and employed best practices and lean processes for all 89 locations to improve branch performance and EBITDA.

•Saved $73M in total costs by leveraging business technology and maximizing profit through standardization, budget management and resource allocation. This resulted in an 18% drop in unavailable equipment and eliminating stagnant equipment repairs and sales.

•Gained $24M uptick in profit by conveying growth strategies, customer alliances, multisite operations and domestic initiatives across the company to promote the corporate mission and drive profits.

UNITED RENTALS

Regional Service Manager 08/2008 – 01/2016

Directed the Western US and Western Canada regions managing an $850M fleet in 80 locations. Led service delivery and environmental safety compliance for the third largest region in the company. Monitored service metrics across the region. Delivered presentations on financial / cost analysis and future planning to corporate leaders.

•Achieved $20M+ in annual cost savings by leading Kaizen events at struggling branches to improve loading/unloading times of delivery drivers resulting in an additional 93 minutes per driver per day, saving approximately 310 labor hours across the region daily.

•$900K decline in dead stock parts and merchandise fostered for the entire region within a year of launching a just-in-time (JIT) parts procurement program with four direct reports for three regions. This JIT process was so successful, the company expanded the program to a corporate level and instituted 7 additional employees to roll out to the entire company. This procurement process included implementing bin locations, order-points/quantities, with auto reorder capabilities. This was a time reduction for procurement of parts, saving the company $250K annually.

US Navy, Project Manager, 03/2005 – 08/2008

US Navy, Recruiting Supervisor, 02/2001 – 03/2005

EDUCATION

Master of Science (MS), Project Management, University of Wisconsin, Madison, WI

Bachelor of Science (BS), Business Management, University of Phoenix, Phoenix, AZ

CERTIFICATIONS and PROFESSIONAL DEVELOPMENT

General Contractor License, State of California

Data Analysis / Forklift Operations Train the Trainer / OSHA 10 / Leadership / Basic Nuclear Safety / SaaS Software

Quality Assurance and Quality Control / Change Management / Process Improvement / Analytics / Microsoft Office

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