Manchester, Connecticut 06040
OBJECTIVE: GM/Director of Operations/Plant Manager
SUMMARY: Innovative and results-driven manufacturing professional with over twenty years leadership experience. Track record of successfully managing, restructuring and streamlining production/plant operations resulting in enhanced profitability, productivity and work-flow efficiency. Solid business acumen, thoughtful in strategic vision, and ability to adapt to diverse environments. Well versed in growth strategy, Capacity Planning, and Risk assessment.
Trelleborg Sealing Solutions, Northborough Massachusetts
2015- 2019 Director of Operations
Responsible for full P&L and overall operations for $25m Aerospace manufacturing company-Division of 2.8 Billion Global corporation
High mix/High volume environment, producing high performance engine and aircraft seals for Honeywell, Boeing, GE, and PW.
Lead team of 7 managerial direct reports and 145 hourly employees, encompassing all Production, Quality, Purchasing, Engineering, Contracts, Logistic, EH&S, and Materials management.
Improved On Time Delivery on all products across plant from 76% to 95% aggressively, in 18 months
Met or exceeded 90% of business and financial goals in 2016, and 100% 2017, 2018- Record sales/Profit for site 2019
Improved Quality escapes and COPQ by 30% in 2017-2018 Reduced employee turnover 30% from 2016
Reduced material shortages 75% and sustained supply chain on time delivery performance at 98%
Initiated and sustained change in culture by leading by example, empowering leaders, driving accountability, and instilling ownership across the business
Adchem Manufacturing Technologies, Manchester Connecticut
2014-2015Vice President of Operations
Responsible for P&L and all day to day operations for Private Commercial aerospace company, leading both Production and MRO factions of the business
Reported to CEO/Owner-of $10M private aerospace company
Senior Aerospace, Enfield, Connecticut
2009-2014 Operations Manager
Member of company senior executive staff reporting to the CEO/General Manager for an Aerospace Manufacturing Division of a $1.6 billion UK based corporation.
Low mix/High volume site specializing in precision machining of large housings, Fan cases, Blades, and aircraft accessories primarily for large OEMs including Sikorsky, RR.
Managed daily operations (profit and loss responsibilities) for a $43M manufacturer of helicopter and small aircraft parts.
Restructured customer delivery program resulting in 70% overdue order reduction in first year and 98% OTD. Reestablished strong customer relations with United Technologies business and generated “Supplier Gold Performing” status.
Successfully led implementation of LEAN principles throughout the shop resulting in enhanced sales and profit levels of 20% in first two years.
2007-2009 Goodrich-Pump and Engine Corporation, West Hartford, Connecticut
Managed materials control for a $130M OEM and aftermarket business.
Directed and coached eight Planners and Schedulers, Shipping and Receiving Department and related support functions including one Team Lead, a Transaction Associate and thirteen hourly Technicians in a union environment. Contributed to strong management-union relations.
Managed inventory levels, turns, stocking and storage, shrink reduction, KANBAN System, cash flow and delivery.
1994-2007 Collins Aerospace, UTC, Windsor Locks, Connecticut
Program/Operations Manager (2000-2007)
Managed a $40M Aerospace Aircraft Accessory MRO Unit.
Directed Manufacturing Manager, three Shop Supervisors, three Production Planners, sixty hourly employees and engineering and administrative staff in a union environment.
Co-leader of ACE Steering Committee for implementation of Continuous Improvement measures including lean manufacturing, ACE, JIT, TPM, SPC and Cycle Time Reduction.
Member/Coach of Safety Guidance Team.
Exceeded Sales, Profit and Inventory Turn Plans 2002-2007.
Through Standard Work and utilization of ACE and Lean theories, developed a work cell concept which led to several self-directed cell teams empowered and structured as a true Value Steam. Obtained buy in from upper management and union workers to spread across entire plant, resulting in 32 process improvements, a 70% increase in participation in Continuous Improvement program (ACE) and a reduction in product lead times on four key programs (from 28 days to 11 days over the course of four months).
EDUCATION: Albertus Magnus College
2008 M.S. Business Management with a concentration in Finance
2006 B.S. Business Administration