Lawrence W. Blair
304-***-**** • firstname.lastname@example.org • linkedin.com/in/lawrencewblair
STRATEGIC LEADERSHIP • CHANGE AGENT • TEAM BUILDER
Entrepreneurial leader who brings organizational vision and transformative change to adapt to an ever-changing business environment. Demonstrated ability to build and motivate cross-functional teams to improve fiscal and operational performance. Successful in guiding a business through all life cycles, including start-ups, turnarounds, and acquisitions. Strong operational background with expertise in process improvements. An analytical decision-maker and intuitive businessperson with acute business acumen, who delivers top and bottom-line growth.
•Earned national recognition as one of the 500 fastest growing businesses in the country by Inc. Magazine.
•Effectively developed and implemented crisis strategies that led the company through multiple challenging environments, including total loss of manufacturing facility due to fire and external industry-wide disruptions.
•Achieved company growth of over 219% while improving profit margins by 38%
●Strategic Business Planning
●Market and Trend Analysis
●Financial Accountability and P&L Management
●Cost Analysis and Reduction
●Acquisitions and Integrations
●Team Member Development
●Profit and Revenue Optimization
●Organizational Assessment and Change
●Trust-Based Relationship Building
PosiTech International, Inc., Wheeling, West Virginia March 1991 – December 2019 President, November 1997 – December 2019
Strategic Vision and Leadership
•Executed strategic vertical acquisition to address anticipated changing market.
•Successfully expanded the company’s value-added services and distribution channels.
•Grew new division 120%, and reduced total premerger expenses by 42%, in 3 years.
•Provided vision to cross-functional teams which developed and launched multiple industry-disrupting products.
•Developed patent and IP protections.
•Delivered a minimum of 47% annual growth for each new product line.
•Streamlined operations by designing and implementing new operational processes and procedures based on Lean/TOC principles. Improved productivity 32%, speed to market 23%, while reducing production cost over 18%.
•Restructured the sales department resulting in a 28% improvement in key metrics with a 33% reduction in staff.
•Returned the company to profitability in less than nine months after industry-wide disruption by streamlining product lines, thereby improving turns on inventory by 31% and cash flow by 44%.
•Delivered 4 of the top 6 accounts in company history, including multiple seven figures, Fortune 500 accounts.
•Established business and marketing plans to launch new product lines. Achieved over 72% industry-wide awareness within two years. Delivered between 47% to 58% annual growth for each new product line.
•Drove growth through channel development, strategic partnerships, recruiting and managing the sales team.
•Acquisition negotiations and integration.
•Provided the vision and direction for a company focused on manufacturing and distributing engineered products for aftermarket, OEM, and industrial applications.
•Aligned the go-to-market strategic business plans with current policies, personnel, capital planning, and market research. Ensured the coordination of goals across all operating and sales functions.
•Risk analysis and resource allocation.
•Directed all areas of financial, engineering, sales, and operational departments.
•Owned all budget and P&L responsibilities through the leadership of a 48-person organization.
•Developed and mentored teams overseeing all phases of marketing, R&D, compliance, operations, and sales.
•Built and maintained relationships while regularly negotiating with key customers, vendors, banks, federal, and state authorities.
PosiTech International, Inc. Wheeling, West Virginia
Production Director, March 1991 - November 1997
•Introduced an ISO compliant quality control program. Reduced scrap and rework by 17%.
•Created a mentoring and training program that resulted in producing 75% of the future company leadership.
•Led a detailed market analysis for building additional facilities in new markets, including negotiations with local and state governments.
•Managed all aspects of production planning, human resources, and compliance, as well as full budget and P&L responsibilities.
•Spearheaded the integration of standard operating procedures, continuous improvement, and quality control programs for the manufacturing department.
Bachelor of Science, Finance
University of Dayton – Dayton, Ohio.