Resume of Roger W. Cope
A brief review of my resume presents a history of successful turnarounds as well as a few start-ups. In almost every instance a major change in direction was required. Some companies had sales problems. Some companies required a major change in strategy for financial direction as well as marketing. There were changes from direct sales to distribution or the reverse. There has been an extensive amount of time spent in International Operations in Europe, Asia and South America. In just about all cases, the control of cash has been paramount.
Oct 2014-Jan 2018 (Contract)- -Gehring LP President and CEO
Gehring is a manufacturer of Honing machines and tooling with sales efforts focused on automotive. Upon arrival was met with the cancellation and withdrawal of the company’s bank loans. The parent company in German was precluded from helping financially by their own banking restrictions. A new bank was brought in and operations were made profitable. Material costs reduced from 58% of revenue to 47%.
2011 – 2014 Established Astraeus Wind Energy in partnership with Dowding Industries
One of two operating executives in the partnership between wind energy and Dowding Industries. Concurrently Executive Vice President of Sales for this manufacturing company with stamping, machining, and fabrication operations. Responsibilities were broad-gauged, including obtaining grants from the State of Michigan to develop machining practices for the manufacturing of hubs and blades for wind power systems. Unfortunately, the Federal tax system created an environment of such risk that most wind power equipment is imported. Assets were sold to repay debt.
1992 – 2011 Litton Industries to MAG Industrial Automation Systems
Joined the Applied Technology Division (ATD) of Litton Industries, a manufacturer of radar warning systems, as Vice President of Strategic Planning and Air Force Business Development. Successfully directed the acquisition of the radar warning division of General Instruments, making ATD the major supplier of radar warning systems to all branches of the U.S. military as well as most of our allies. Held both a Top Secret and an SCI security clearance.
1996 – Litton Industries split into a commercial company and a defense company. I joined with the Chairman, Al Brand, and went to the commercial side as VP strategic planning and business development at Lamb Technicon, a troubled division in the manufacture of transfer lines supporting automotive manufacturing.
1998 – Helped negotiate the purchase of Cincinnati Machine. Company became Cincinnati Lamb. Only 4% customer overlap. Heavy in both defense and commercial.
2000 – Promoted to Vice President Asian Sales and Marketing - Developed the Asian market and produced over $1.5 Billion in revenue in the following markets:
2005 -2010 Cincinnati Lamb Acquired and became MAG Industrial Automation Systems
Promoted to President of Cincinnati UK
Promoted to President of Fadal machine tools in California (Still president of Cincinnati UK)
Completely turned Fadal around. They were losing $3M annually and became profitable.
2008 - Promoted to President of MAG Industrial Automation Systems COO of entire operation Revenue in excess of $1.0B.
2009 – requested and granted the position of President of Asian Operations and was made Chairman of the Advisory Board of Directors. Resigned from MAG in 2010.
BS Business – University of Southern California
MBA (Finance) – University of Southern California
Captain - United States Air Force, Flight Examiner Navigator (5 years)
Captain - California Air National Guard, Flight Examiner Navigator (5 years)