JAIME SIMES

Newton, NH *****

Mobile: 617-***-**** linkedin.com/in/jaime-simes adbnfk@r.postjobfree.com

MANUFACTURING OPERATIONS EXECUTIVE

Senior P&L focused Manufacturing Operations executive with management experience in the building and optimization of supply chain operations and logistics on a global scale. Most recently I served as the Vice President of Operations at GCP Applied technologies where, following the divestiture, I led the set-up of the new company and organizational structure and put plan in place for launch. Overall, across my career, I have deep expertise in all aspects of P&L management within supply chain on a global scale. This is coupled with a strong track record in assessing and implementing the integration of strategic acquisitions and driving sustainability initiatives.

Key Strengths include:

TEAM LEADERSHIP

Following divestiture set up new company GCP AT and organizational structure and put plan in place for launch

GLOBAL MANUFACTURING OPERATIONS

Managed P&L reducing cost by over 10% per year in all areas while increasing volume by 5%

Drove the implementation of S&OP integrating volume driven finance processes enabling decision making for the P&L and Balance Sheet

SUPPLY CHAIN MANAGEMENT (SCM) PROCUREMENT AND LOGISTICS

Developed sourcing strategies & flexible response addressing the supply chain to optimize the network and sourcing enable purchasing from multi-sources based on currency, tariffs, & Brexit fluctuations

Drove the strategic direction & implementation of 3PL and 4PL allowing supply chain operations to improve distribution via on time delivery, lower cost and better cost forecasting

M&A

Led the operational divestiture of metal packaging division from GCP to Henkel with 20 total sites transferred; 13 shared locations requiring new sites, contract manufacturing & tolling contracts and service agreements for continued share locations

STRATEGY

Set the strategic initiatives and operational objectives and led the move to mobile IoT based products in the construction market

PROFESSIONAL EXPERIENCE

GCP AT 01/2015 – 08/2019

Cambridge, MA Vice President of Operation 11/2017 – 08/2019

Promoted into this role after the successful divestiture of the metal packaging manufacturing and, working with the CEO, led the strategy for our customer facing customer service global team cover end to end supply.

Performance management use to reduced cost 10% per year while increasing volume of 5% per year in 56 manufacturing facilities, 7 customer service hubs, engineering and logistics in 30 countries.

Collaboration with business development in merger and acquisition (M&A) efforts, executive team and stakeholders to creating strategic plans obtaining customers for our growth objectives.

Supplying customer’s requirements improved service levels through high energy team of directors, led 50% of GCP AT personnel to achieve metrics or key performance indicators (KPIs) in cost, sustainability, employee development, and led productivity effort in reduction on cost base of $800M.

Reduced inventory by 4 days or 8%, achieved via the new highly engaged Sales and Operation Planning process supported with continued implementation of analytical tools, demand forecast, material requirement planning (MRP), and financial integration of volumes and product life cycle while additionally integrated the management of $200M revenue from outsourcing.

Aligned strategic efforts through use and implementation of company wide information system: Sales and Operation Planning, ERP, MRP, DRP, Continuous Improvement, Sustainability, 3PL / 4PL, distribution/network modeling as seen in bridged financial statement costing.

Director of Operation 01/2015 – 11/2017

Promoted to lead the Operations Team poised to startup of newly established company competitive GCP AT and provide direct support, accountability, communications and presentation to CEO.

In collaborative effort with CEO I developed operating budget, energetic organization, and processes for 76 manufacturing facilities, 100 warehousing, engineering and logistics operating in over 30 countries as a new company in separation from Grace to exceed industry standards. Established legal contracts for shared services agreements for shared manufacturing sites with Grace.

Led 50% of personnel in developing SMART goals in talent development to achieve end to end product delivery, cost management, and overseeing productivity focused on $960M GCP AT’s cost.

Involved in initial discussion and site visits enabling successful negotiation transaction on 20 sites separation for divestiture of Darex, $65M annual EBIT business to Henkel for $1.05B or a 16 multiple. Established services agreements, tolling manufacturing, contract manufacturing, and built new manufacturing locations among 13 shared locations supporting the FDA process validation for food packaging products and class 2 medical devices “sodasorb”.

WR GRACE 05/2006 – 01/2015

Columbia, MA; Cambridge, MA Director of Productivity 02/2012 – 01/2015

Promoted to implement the management system establishing process improvements accurate tracked into P&L and Balance Sheet, as reporting accounting and finance via bridges, improving financial acumen

Dedicated team accountable to lead, analyze, design, and improve business process and manufacturing material flow by enlisting and influence cross-functional teams in change management to best practices share delivering tangible operational excellence results $65M in P&L, Cash and Inflation Avoidance per year.

Collaborate with my continuous improvement productivity directors to support/mentor all transactional functions in productivity skills and approaches; via standard work. Ensured all business catalysts, silica, pharmaceutical & construction products expected key metrics are achieved.

I aligned key business initiatives, process change and integrating financial statements to select projects and ensured globally consistent accountability.

Evaluated initiative financial benefits, technical reviews, project approval, and allocation of resource to deliver on time, on budget and with cost reduction as identified.

Eliminated the capital requires on a $3.6M investments for over 7 years for our CMC lab equipment product lines in Discovery Sciences division via Kaizen and overall equipment efficiency (OEE)

Established leadership for ~30 continuous improvement leaders enabling a competitive advantage through a Green Belt who proactively project management to achieve product quality improvement.

Global Lean Master 02/2008 – 04/2012

Collaborated with Operations, Supply Chain, EH&S, S&OP, Sales, Marketing, R&D, Human Resources Leadership, and Corporate in global coordination and communication of GCP productivity efforts to achieve strategic performance metrics in the lean initiatives in the Americas, Europe, Middle East and Asia.

Deployed Lean into GCP culture and aligned with GCP Global productivity to reduce variances.

Served on 8 targeted Mergers and Acquisitions and leading functional supporting teams.

Developed statistical housing start analysis to provided marketing / business support enabling benchmark to removal and reallocation of commercial resources and product development.

A role model of EH&S Steering Committee I representing GCP Division, engaging “Lead with Safety”.

Introduced process changes inventory management methodology and system, translated globally enabled Grace to link sales and operation planning to forecasted demand improving service levels.

Introduced concept of “Postponement”, delaying value added activities until the customer requires it. Adopted globally in 2008, saved $30M and a competitive advantage.

Developed training structure / materials in English and then translated for Lean deployment in Transactional and Operational areas. Mentored in the program deployment for S&OP base tool set and Manufacturing Leadership Program ~2/year.

Senior Six Sigma Black Belt 05/2006 – 02/2008

Developed and led process improvement for North & Latin America Construction Division. Influenced the team to an innovation of the new structured portfolio of projects via a stage gate project system.

Delivered immediate impact within GCP Operations in capital avoidance, inventory reductions, improved on time delivery and scrap reduction via direct Kaizen, teaching, coaching Lean principles.

Developed and mentored 60 Six Sigma Black Belts and the 4 Regional Managers, resulting in expansion of problem-solving abilities and enabling reaching individual personal goals.

FREUDENBERG NOK 01/2004 – 05/2006

Manchester, NH Business Unit Leader

Freudenberg is a world leader in sealing products. The Manchester manufacturing location focus is on automotive gaskets produced through injection molding. Customers include Honda, GM, Ford, and Chrysler. Responsible for Business Unit in Automotive Gaskets: profit, on time delivery, safety, customer satisfaction, manufacturing engineer, maintenance person, and staffing 3 shifts.

Managed rapid production scaling of business, 67% increase revenue growth, 100% on time delivery and with lower cost for injection modeling operation; exceeding our growth objectives.

Created additional value-added time in machine cycling and change over reduction resulted in additional sales of $792K per year, lower head count and capital avoidance of $4M.

Team member of Continuous Improvement Steering Committee “Growtth” for Division.

GOODRICH (ACQUIRED BY UNITED TECHNOLOGIES) 02/1998 – 01/2004

Peabody, MA Continuous Improvement Leader & Plant Management

Goodrich (United Technologies), aerospace company turbine engines - jet engine, power generation, and military applications. The manufacturing, assembly and component overhaul.

Developed Continuous Improvement Steering Committee of 7 people to deploy the future state.

Designed and implemented business units’ annual plans via value stream mapping and linked to policy deployment enabling us to effectively influence peers on the strategic areas.

In manufacturing improved service levels via reduction in turn time by 76%, increased process yield by 46% and profit by 50%, improved on time delivery by 30% as Lean project results.

Saved $450K per year on PW100 segments program and reduced labor by 50% for $160K per year savings through 2004 Six Sigma projects.

Through use of Lean, led implementation teams for compliance to ISO9K2K, ISO14000, JDE (MRP system), Synquest (scheduling system), and Sarbanes Oxley (SOX).

Accountability for 100-person 3 shifts manufacturing meeting FAA regulatory requirements

NUTRAXMAX PRODUCTS (ACQUIRED BY ABBOTT LABS, 1994) 05/1996 – 01/1998

Gloucester, MA Quality Manager

NutraxMax a pharmaceutical manufactured pedialyte for children, sucrose, enema products, & female personal hygiene products (medical, OTC and class 3 medical devices) via plastic packaging.

Managed 3-shift, 20-person Quality team maintaining policies to comply to internal, ISO, cGMP, OSHA and FDA regulations specializing in plastic blow & injection molding with liquid filling operation.

Achieved approval of two new drugs and decoration packaging: Sucrose use to help babies digest mother’s milk & short chain fatty acid enema use with chemo patients two repair the digestive track.

Established supplier quality process and auditing system for plastic packaging manufacturing, in fast moving consumer goods (fmcg)

EDUCATION & PROFESSIONAL DEVELOPMENT

BA, Business; BS, Engineering University of Massachusetts, Lowell, MA

Murphy-Lillis Memorial Award, 1996

Center for Creative Leadership –The Looking Glass Sponsored by Grace

Front Line Leadership Sponsored by Grace

Master Black Belt – Lean Manufacturing Sponsored by Goodrich

Black Belt – Six Sigma Sponsored by GE as a supplier

Contact this candidate