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Manager Plant

Miami, FL
October 28, 2019

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**** ** **** ****** **********, FL 33322 603-***-****

Senior Manufacturing Operations Executive who utilizes and leverages the full breadth of experience within a company to transform business cultures, build value, drive profitability, and create an environment of continuous improvement. Exceeds all measurable parameters for safety, quality, customer satisfaction and costs by understanding the full corporate strategic picture and aligning the Operations initiatives with the vision, mission and goals. Strong driver of business transformation by being a change agent, customer focused, and data-driven. Expert in identifying opportunities and obstacles while developing and implementing plans to overcome them. Excellent motivational and people management skills, with considerable cross-functional teamwork, relationship building, and coaching/mentoring in support of the priorities of Safety, Quality, Delivery, and Cost. Extensive experience with turn-arounds, start-ups, improving profitability and quality improvements with operations, suppliers and customers in more than 30 countries, from North and South America to Europe and the Far East.

Lead by example Define the direction Set expectations Ensure the right tools are available Hold people accountable Data driven!

Noted for driving value for the organization, customers and employees through:

Customer Focus: Used Voice of the Customer and warranty data to drive Victor Technologies operations and design teams to improve the products and processes, yielding over $2 million in annual warranty cost savings. Additionally, revamped the operations culture in a Freudenberg-NOK plant to address all customer complaints with full root cause/corrective actions, while also holding them accountable to improvements defined and implemented. Plant was transformed from worst quality rating in the company to best in 12 months.

Leadership: Sought out by peers, suppliers and others as a subject matter expert on Operations, Quality, and how to continually improve in these areas. Regularly work with teams and individuals to ensure they are supported, coached, and driven in the same direction as the company goals.

Transformation: Totally transformed the quality culture at Victor Technologies globally by aligning the quality goals with the strategic corporate direction, using data to define what needed to be prioritized, and driving for improvements. This caused an alignment of direction across the company which was key to reducing non-warranty customer complaints nearly 80%. In a Rieter Automotive plant in Indiana, through layout changes, work process changes, and ensuring operators followed the process; working with the team we improved the EBIT from 8.5% to 12.5%.

Innovation: Drive innovation at every company through working collaboratively, both departmentally and inter-departmentally. While at ESAB, innovatively defined improved Lean processes and production processes to reduce customer complaints for wire quality issues by more than 50%. Used innovative Lean manufacturing processes in the mid-1990’s to revamp a Nichols Portland plant in Berlin that was just purchased. Reduced WIP by 75%, amongst other improvements.

Start-ups: Expanded a small Collins & Aikman injection mold plant in Maryland for the Dodge Durango. Annual revenue increased from $12 million to $70 million. Also launched a Greenfield startup sequencing facility two years earlier, which we integrated into this Maryland site.

Combining Operations Leadership and Management Expertise for Business Success

Strategic Vision & Planning

Full P&L / Profit & Loss Management

Multi-plant, International General Management

Budgeting, Forecasting & ROI Measurement

Leadership, Team Building, Coaching & Mentoring

ERP Implementation & practice

Change Management

Award winner - Best Plant Quality

Six-Sigma Champion, Kaizen Champion

20 years’ experience in Lean Manufacturing

High variability, low volume & Low variability, high volume

Lean Manufacturing

Business Turnarounds, startups, expanding and consolidating operations

Engineered product

Collaborative management style

Private Equity experience in manufacturing

oKey player on exec. team - improved company EBIDTA from $29 million to $97 million.

ISO9001, ISO13485, ISO 140001, OHSAS 18001

A History of Leading Operations and Business Transformations

CPS PRODUCTS - $60 Million manufacturer of HVAC/R products, supplying both HVAC/R and Automotive. Held by Private Equity company. High volume, low volume, + engineering products.


Brought on board to transform the global manufacturing operations of the company. Have defined a global Operations direction and vision, modified and built the team, and been putting cost savings to the bottom line. Current and future planned cost savings are over $4 million. This involves re-sourcing, consolidations, streamlining our business around core competencies and working with engineering on re-designing products.

Improved internal quality, thereby reducing Warranty costs in first year 25%. Reduced customer complaints ~40%.

Increased OTD from overall 75% to 92%.

Cost reductions implemented of $1 million, with plans defined for an additional $4 million+

Plant consolidations & realignment of production resources

INNOVATIVE SEO MARKETING, LLC – Supplier of SEO (Search Engine Optimization) for companies who want to have better visibility in internet searches.

OWNER, Corinth, TX 2015 – 2016

Provided SEO for small companies who needed better visibility when customers searched for their type products on-line. We typically provided a number one ranking in most of the keywords the businesses needed to gain top level rankings in a search.

VICTOR TECHNOLOGIES / COLFAX - ESAB - $7 Billion diversified industrial company serving hundreds of global industries; formed by Danaher execs, utilizing the Danaher Business System (DBS) for continual improvements through Lean Manufacturing.


Promoted to transform the global quality culture of Victor by providing leadership, direction, goals, guidance and coaching. Oversaw quality in 16 global plants, and in all supplier and customer sites. Includes Medical Devices.

Drove EBITDA improvements with warranty reductions of 40%, scrap 20%, and slashed customer complaints.

Standardized quality processes globally, including supplier evaluations, which improved our supplier caused warranty by over 33%. This included Technical Services call center KPI improvements through standardization.

Renovated the critical performance parameters in our manufacturing processes utilizing leading and lagging quality indicators and Voice of the Customer (VOC), improving capability by 30% and reducing customer complaints by nearly 80%.

GENERAL MANAGER, West Lebanon, NH 2010 – 2012

Recruited to upgrade the performance at this site. Victor was then acquired by a Private Equity firm, changing the direction of this 150,000 sq. ft. manufacturing site to consolidate it into our Texas and Mexico operations. Completed consolidation on time and under budget, with savings to the company of approximately $6 million annually.

FREUDENBERG-NOK - $1B Supplier for automotive and industrial industries. Northfield facility produces axle seals for light and heavy duty automotive markets. High volume, + new, engineered products as needed.


Full P&L responsibility for over $100 million annual revenue for 3 sites (Northfield, Mexico and Brazil). Rejuvenated the Northfield, NH plant by providing leadership and direction, setting expectations, and holding all accountable. Improved operations at all sites.

Championed a Lean/Continuous Improvement (CI) environment with CI being a daily activity. Personally involved in Kaizens and other CI activities. Orchestrated daily management involvement and follow up to drive home the expectations and change the cultural habits.

Led similar improvements in two other facilities. EBIDTA improved over 500 basis points from scrap reduction, improved OEE, improved on-time shipments, and other operations metric improvements.

Received award for “Best Plant Quality”.

Transferred to WI for a year to turn around a gasket plant.

RIETER AUTOMOTIVE - $3B Supplier of products for automotive, textile, and appliance/


Led the conversion of this plant into a financially stable, quality-conscious facility, through the implementation of a Lean/Continuous Improvement culture and teamwork. This including root cause/corrective action response to issues, daily continuous improvement, and Union support. During this time, sales grew from $40MM to $52MM annually. Full P&L responsibility.

Drove EBITDA improvements up 400 basis points by collaborating with employees on OEE and efficiency improvements.

Implemented root cause/corrective actions, causing customer issues to drop 95%.

COLLINS & AIKMAN (Prev. Textron Automotive) - $4B leading automotive interior supplier with three divisions: Plastic Interiors, Carpet & Acoustics, and Convertible Tops.

PLANT MANAGER, Havre de Grace, MD 2002 – 2004

Promoted to this site to spearhead an $8MM capital expansion of a plastic injection mold facility. Increased headcount from 124 salaried and hourly employees to 350 while increasing sales from $13MM to $70MM annually. Full P&L responsibility.

Created a team, Lean/Continuous environment and catapulted plant profitability from a $1.3MM loss to $12.8MM profit.

Hands-on leadership drove on floor improvements; increased OEE by 30%, reduced scrap by 65%, reduced customer issues to 15 DPPM (Defective Parts per Million).

PLANT MANAGER, Newark, DE 1999 – 2002

Launched a Greenfield startup of a small, $8MM assembly & sequencing facility. Expanded profits from $750K to $1.3MM after launch and reduced direct labor from 52 to 40. Employed Lean Manufacturing and continuous improvement processes to generate cost savings. Launched this site as a “Lean” facility.

MATERIALS / SUPPLY CHAIN MANAGER, Farmington, NH 1998 – 2002

Drove improvements in all Supply Chain and several manufacturing departments. This included Kanban implementations in the plant and championing all Lean initiatives for the Materials department.

Established milk runs; eliminated purchased component outages; 20% reduction in the supplier base.

Reduced inventory by 60%, reduced shipping costs, increased direct labor utilization by 22% using Lean principles.

Led the revamping of a supply chain for a sister plant in England. Reduced supply chain outages to nearly zero

NICHOLS PORTLAND - A $40MM division of Parker Hannifin Corporation, Nichols Portland manufactures gerotors, powdered metal and machined.


Improved manufacturing productivity by 40% through improved scheduling processes. Also supported EBITDA improvement initiatives by reducing MRO suppliers by 40%, inventory reduction by 42%, and spearheading the first Kanban in the division.

Was a key leader involved in the start-up of a Mexico facility, and was principally responsible for the transformation of all the systems and manufacturing processes of a newly acquired plant in Berlin, Germany. This included the implementation of a full ERP system and reorganization of the plant by using Lean Manufacturing practices; a 2+ year project which included significant overseas travel.


MBA, University of Southern Maine, Portland, ME

B.S. Electrical Engineering, Northeastern University, Boston, MA

B.S.B.A. Accounting, Salem State University, Salem, MA

Certifications and Training

Lean Six-Sigma Champion, MoreSteam University

Lean Green Belt, Freudenberg-NOK

Executive Management Certificate, Broad College of Business, Michigan State University

Certified Fellow in Production and Inventory Management (CFPIM), APICS

Certified Purchasing Manager (C.P.M.), ISM

2016 – Present

2007 – 2010

2004 – 2007

1998 – 2004

1993 – 1998

Contact this candidate