Manager Plant

Lawrence W. Blair

304-***-**** • **************@*****.*** • linkedin.com/in/LawrenceWBlair

Strategic Leadership • Change Agent • Team Builder

A versatile, collaborative, and knowledgeable entrepreneurial leader with a successful track record and a flair for leading people in the right direction. Experience well over 20 years. Outstanding organizational and problem-solving skills. Highly collaborative with a talent for building productive relationships. Possess verifiable leadership, interpersonal, and communication skills. Have a solid track record in achieving the set goals and delivering personal best at every step of the way to provide optimal results. Thrive in fast-paced business environments and cherish a chance to self-manage.

Skill Areas: wStrategic Business Planning wMarket and Trend Analysis wFinancial Accountability and P&L Management wCost Analysis and Reduction wProblem Solving wTeam Member Development wProfit and Revenue Optimization wOrganizational Assessment and Change wStrategic Partnerships wLean/TOC Process Improvement wTrust-Based Relationship Building

Accomplishments & Highlights

Earned national recognition as one of the 500 fastest growing businesses in the country by Inc. Magazine.

Streamlined operations by designing and implementing new operational processes and procedures based on Lean/TOC principles. Improved productivity by 32%, time to market 23%, slashing production cost over 18%.

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%.

Professional Experience

PosiTech International, Inc., Wheeling, West Virginia (1991 – 2019)

President

President (1997 – 2019)

Provided the vision and direction for a company focused on manufacturing and distributing engineered products for aftermarket, OEM, and industrial applications.

Ensured the go-to-market strategic business plans were aligned with current policies, personnel, capital planning, and market research.

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 the 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.

Key Accomplishments:

Executed strategic vertical acquisition to address the 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%.

Identified new market opportunities and championed expansion of customer base. Provided vision to cross-functional teams that developed and launched multiple industry-disrupting products.

Developed business and marketing plans to launch new product lines. Delivered 47% to 58% annual growth.

Delivered 4 of the top 6 accounts in company history, including multiple seven figures, Fortune 500 accounts.

Achieved over 72% brand awareness within two years after new product launch.

Drove new business through channel development, strategic partnerships, and mentoring sales team.

Improved product quality by 37% utilizing continuous improvement, root cause, and failure validation analytics.

Restructured the sales department resulting in a 28% improvement in key metrics with a 33% reduction in staff.

Incorporated bench-marking and best-in-class techniques to improve operational KPIs an average of 29%.

Returned the company to profitability in less than nine months after industry-wide disruption by streamlining product lines, negotiating sourcing agreements, and matching capacity planning to the new business plan.

Improved turns on inventory by 31% and cash flow by 44%.

Streamlined operations by designing and implementing new operational processes and procedures based on Lean/TOC principles. Improved productivity 32%, speed to market 24%, while reducing production cost 19%.

Championed safety culture by implementing safety and performance metrics, which reduced lost man-hours 52%.

Introduced an ISO compliant quality control program. Reduced scrap and rework by 17%.

Developed patent and IP protections.

Production Director (1991 – 1997)

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.

Key Accomplishments:

Introduced standard operating procedures, BOMs, and workflows, which improved operating margin of 20%.

Created an employee 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.

Additional experience: Production Manager, Penn-Wheeling Closure.

Education

Bachelor of Science, Finance University of Dayton – Dayton, Ohio

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