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CEO

Location:
Plano, TX
Salary:
275000
Posted:
March 16, 2020

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Resume:

CRAIG S. CLARK

214-***-**** • adcbxa@r.postjobfree.com • https://www.linkedin.com/in/craigstuartclark/ • Plano, TX 75025

PROFESSIONAL EXPERIENCE

Chief Executive Officer / Minority Owner, Reliant Worldwide Plastics, Plano, TX 2009 – Feb 2019

Hired by Private Equity firm to replace CEO and grow a $33M ISO/AS9100D aerospace injection molder. In three years tripled the size of the company spanning over 20K SKU’s with 345 employees producing 2M parts a year over 3 shifts while taking Reliant from a commodity business to a true aerospace provider with cutting edge patented intellectual property.

Serviced senior debt which facilitated two refinancing distribution events resulting in the Private Equity fund recouping their entire purchase price for the company along with an additional $4.5M in cash distributions.

Identified and facilitated the creation of 11 patented processes / products that replace aluminum aerospace parts with thermoplastic carbon fiber reinforced structures that are half the weight of metal yet as strong ~ RELIANT-LITETM.

Created and implemented Key Performance Indicators (KPI’s) for business and individuals which resulted in increased productivity by over 100%, increased plant unused capacity from 25% to over 75% on a larger revenue base and reduced headcount by 22 people. Increased plant capacity facilitated incremental business with little to no capital expense.

Tripled the size of the company in three years as sole sales person through vertical divisional growth of customer base.

Implemented Statistical Process Controls and Electronic Fabrication Aids for plant operations that reduced scrap by 8%.

Conceived and implemented a true cost quoting model that resulted in a 15% increase in Gross Margin on awarded jobs.

Moved the company to self-insured and realized over $600K in overall premium savings.

Competed against 135 entries and a RELIANT-LITETM product was named one of three finalists in the coveted Crystal Cabin Award for commercial aircraft cabin interior innovation in Hamburg, GE twice.

Competed and won the Private Equity firm’s Kaizen Competition three years in a row and subsequently became the judge of the event for the last six years.

Chief Executive Officer / Minority Owner, Arc One, LLC, a Patriarch Private Equity Company, Dallas, TX 2007 – 2009

Recruited by Patriarch, a Private Equity firm, to turn around a $175M distressed commercial door, door frame and hardware distributor. Quickly identified 67% of current company contracts were at a negative EBITDA and total liabilities were understated by $7M. Recommended stopping further funding and moving the company through an exit strategy. Notable pre-filing actions include:

Restructured the company from 20 autonomous branch locations into geographic sales offices with centralized horizontal support resulting in increased operational performance and reduced operating expenses.

Created a Center of Excellence housing centralized architectural Estimating / Detailing, Procurement, Project Management and Distribution that supported global operations and delivered a 44% reduction in headcount.

Created National / International business development teams focused on corporate level general contractors and national accounts vs. responding to branch level RFQs. Deal size increased from an average of $130K to $4.5M.

Performed individual P&L analysis on over 1521 contracts and determined that over 67% of the legacy contracts were signed at a negative EBITDA. Negotiated rate increases to ensure profitability or cancelled the contracts.

Automated perpetual inventory management that provides branch level visibility and reduced inventory by $3.8M.

Consolidated 19 disparate DOS based ERP systems, stabilized a Windows based ERP system and created web based integrated management reports utilizing legacy system data. Automated operational and financial reports that provide revenue forecasts by month, open purchase orders by project, cross-company inventory positions, unbilled product shipments, and unsourced product for the first time in company history.

Created and implemented both a turnaround plan and exit strategy for the company and led the organization through an Article 9 foreclosure sale.

Chief Operating Officer / Minority Owner, Valere Power, Inc., Richardson, TX 2006 – 2007

Hired by the Board of this $200M pre-IPO AC/DC power conversion manufacturer to turn it profitable in order to facilitate investors’ exit. Responsible for 152 of Valere’s 190 employees and directed manufacturing, Asian contract manufacturing, R&D, engineering, product development, project management, purchasing, quality, call center support, and logistics During tenure as COO, company was profitable every quarter which facilitated a private sale prior to IPO date.

Rationalized SKU’s by leveraging common base units and implemented a flexible postponed manufacturing model. Effort resulted in an increase in inventory turns from 3.63 to 6.4 in 5 months.

Established weekly Sales and Operational planning sessions to support global sales resulting in 45% increase in fulfillment rate while achieving a 21% reduction in inventory; $16M to $12.6M in 9 months.

Consolidated the supplier base and negotiated vendor cost decreases resulting in an 8% Gross Margin improvement.

Supported one year revenue growth of $65M without an increase in headcount or infrastructure.

Implemented formal, weekly product development tollgate reviews that drove a 22% increase in R&D productivity.

Designed and negotiated relationship with a Bonded Logistics Park (BLP) to optimize inventory velocity and utilize China as an international transfer, consolidation, and procurement hub.

Increased new product development capabilities through creation of Shanghai-based product development team.

Vice President Global Supply Chain & Manufacturing, Siemens, Dallas, TX 2002 – 2006

Recruited to design, implement and manage a total supply chain solution for a global telecommunications provider of broadband connectivity products. Responsible for Logistics, International / Domestic Transportation, Contract Manufacturing, Purchasing, Material Planning and Manufacturing, Information Technology, Quality, and Sales Operations. Complete $560M P&L responsibility including $530M of Asian and European Manufacturing COGS and $30M in Transportation spend.

In just six months, redesigned the supply chain, changed logistics providers and drove 61% YoY cost reduction.

Introduced Build-To-Order model which drove a 38% capacity increase; a 50% decrease in fulfillment costs; and reduced obsolescence by 93%.

Led the development and creation of a custom Sales and Planning Forecasting tool founded on constraint-based algorithm methodology resulting in a 93% reduction in obsolescence as well as a 75% increase in forecast accuracy.

Reduced Inventory by 85% and increased turns from 4 to 14 through Vendor Managed Inventory and selling A/R.

Decreased Working Capital by $84M via dramatically reducing inventory levels and negotiating new vendor AP terms.

Conceived negotiated and implemented minority-owned NEWCO alliance that allowed Siemens to meet the government’s M/WBE requirements and opened new revenue opportunities.

Improved customer complaint response time by 99.7% (from 360 hours to less than 5 hours) with an 81.6% improvement in developing an action plan for the complaint (360 hours to less than 50 hours).

Designed and implemented PC-based pre-screening process at customer locations reducing NPF units returned by 82%.

Decreased the number of Engineer Change Order (ECO) errors by 66.0% through formal review process.

Chief Operating Officer / Co-Founder, FreightMatrix.com –, Dallas, TX 2000 – 2002

Recruited to startup and lead FreightMatrix.com, an SaaS online logistics marketplace subsidiary of i2 Technologies, Inc. Through seven Director-level direct reports, responsible for all aspects of Business Development, Alliance Services, Marketing, Finance, Legal, Solutions Development and Delivery of a startup .com for the US, Canada, Mexico, and South America. Was hand picked to devise and execute a global alliance channel strategy with System Integration Partners, Software Partners, and Hardware Partners. Went from zero to over $70M in revenue in 2 years.

Conceived and authored the FreightMatrix Business Plan, supporting financial forecasts and detailed budgets.

Negotiated Spot Market, Small Package, and Reverse Logistics alliances, providing services with no capital outlay.

Crafted e4PL go to market strategy with leading 3rd Party Logistics Provider creating brand new sales channel.

Managed the architectural development of a shared hosting environment and subsequently negotiated the $3M, 18-server hosting contract with a third party hosting company.

Reduced annual spend on 56 3rd party software contracts from $71M to $42M through aggressive renegotiation.

Established no incremental cost 24x7 customer support center by leveraging existing global corporate infrastructure.

Managed six sales reps and personally sold the first FreightMatrix contract resulting in $6M revenue.

Shoestring marketing effort focusing on PR to increase market share through press releases, byline articles, and speaking engagements filled the sales pipeline and increased public interest through 8 featured articles, 14 speaking engagements, and 5 press releases.

Designed the template for a global rollout of FreightMatrix including key market entry strategy in South America that included an innovative tax mitigation approach.

Senior Vice President, Penske Logistics – a GE Company, Plano, TX 1995 – 2000

Hand selected to turn around Penske Logistics’ failing Western Region. Responsible for managing $385M P&L, 10 direct reports, 1,345 associates, 77 multi-client locations and 8 distribution centers. Duties included Client Logistics and Fulfillment, International / Domestic Transportation, Finance, Human Resources, Facilities, Purchasing, and Quality.

Improved $385M Western Region EBITDA by $6.3M in first year without an increase in revenue.

Designed B2C internet order fulfillment, multi-client distribution facilities, and non-asset-based revenue initiative.

Structured, drafted, and negotiated over (65) multi-million dollar Logistics Contracts and associated Schedules.

Grew GM Fairfax operation from a $5M account to $96M in two years. Increased pre-tax profits on $96M of P&L responsibility two years in row by 17% and 30% respectively.

Led all aspects of 40 new business unit startup operations to include facilities, financials, and staffing.

Developed Quality Assurance, kitting, and sub-assembly expertise resulting in the award of a $15M contract.

Managed both AFL-CIO and Teamster locations with profitable results as well as stopping two union certifications.

Developed virtual warehousing strategy to provide near real-time inventory exposure when utilizing public warehousing in logistics solutions (precursor idea for FreightMatrix.com).

Created the company's first safety program based on rewards and subliminal reminders and held the company's best Safety Record for two consecutive years as a result.

Reduced non-billable overtime expenses from an average of $120K per month to $6K ultimately saving $1.1M.

Developed a two-day advanced Financial Training for mid-level managers that was adopted Penske-wide.

Capitalized on NAFTA by designing a Business Development strategy for startup of a Logistics Branch in Mexico.

Created a Military Consulting JV with EDS to pursue Federal $78B transportation outsourcing program.

Was identified by CEO Jack Welch as one of GE’s Top Performers in 1997.

Previous Experience: Major, United States Army – (Director of Logistics, Ops Mgr, Logistics Mgr) 1986 -1995

Airborne Ranger Infantry Officer with nine years experience in various logistics and operations assignments located in North Carolina, Germany, and the Middle East. Decorated Combat Veteran of Desert Shield, Desert Storm and Operation Provide Comfort and have the distinction of commanding two companies reserved for the top 1% of the Army Officer Corps. Last assignment culminated in managing 15 direct reports and a 500-person senior management organization that supported 18,000 employees of the 82nd Airborne Division.

EDUCATION AND CREDENTIALS

Bachelor of Science (B.S.), Business Admin & Minor in Art, Emporia State University

Green Belt – Six Sigma



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