Sales Manager

Tate M. Wilhelm

Santa Clarita, CA 425-***-**** ****.*******@*******.*** Linkedin.com/in/tate-wilhelm-493b34138/

GENERAL MANAGER / MANUFACTURING OPERATIONS LEADER / OEM ACCOUNT EXECUTIVE

Aerospace Commercial & Military Maritime Heavy Construction Equipment

Global operations and general management executive with a history of optimizing efficiency, growth, and profitability in manufacturing businesses across diverse industries. Highly collaborative cross-functional leader with a continuous improvement mindset and a talent for bringing people together and mobilizing them to achieve robust deliverables on-time and within budget. Significant expertise managing departments at all levels in highly regulated manufacturing environments. Highly skilled at building and cultivating relationships with major OEM accounts, accelerating growth through personnel development and sales expansion, and promoting safe and compliant working environments.

Cross-Functional Leadership Competencies & Manufacturing Expertise

Business / P&L Management Manufacturing Operations Management OEM / Distributor Management

Team Building Cross-Functional Leadership Continuous Improvement Sales Team Leadership Collaboration

Talent Development Relationship Management Plant Safety Regulatory Compliance Cost Control

Financial Management Process Standardization Product Launch & Development Contract Negotiation

Contract Management Lean Manufacturing (5-S, Kaizen) Quality Management High-Output Manufacturing

Manufacturing Planning Production Assembly Management Just-In-Time Delivery Union Shop Management

PROFESSIONAL EXPERIENCE

PPG AEROSPACE, Sylmar, CA 2017 to 2020

Major supplier of aerospace coatings, sealants, and transparencies for the commercial and general aviation industry.

Global Segment Manager, Aerospace Business Management

Managed day-to-day plant operations and manufacturing with P&L responsibility for $52M+ annual sales. Provided cross-functional leadership and account management support for major aerospace OEM accounts, including Bombardier, Textron Aviation, Bell Helicopter, and Eclipse Aerospace. As segment sales and marketing leader, coordinated and managed all activities with sales, technical, and manufacturing teams to develop new business opportunities and secure future aerospace programs, which included customer presentations, cost estimates, commercial/technical proposals, and contract negotiations. Authored new OEM contract amendments as needed.

• Secured new contract with Textron Aviation, valued at $3M annual sales, as well as renegotiating new 5-year contract and annual price increases with Bell Helicopter, valued at $500K annually.

• Initiated and launched new design improvement for Bombardier that ensured $1M cost avoidance in warranty costs for PPG.

• Met on regular basis with Project Management and Engineering teams to ensure that deliverables adhered with OEM requirements and ensure their on-time delivery.

• Influenced support of various cross-functional support teams to manage multiple issues between OEM manufacturers and PPG.

WESTERN PNEUMATIC TUBE, Kirkland, WA 2013 to 2017

A Leggett & Platt company that manufactures high-tolerance metal ducting for the aerospace industry.

General Manager, Tube & Ducting Aerospace Manufacturing

Provided leadership and oversight of plant manufacturing operations, with 180+ employees, and held P&L responsibility for $50M annual branch sales. Managed the organizational structure, including the hiring, development, leadership, and mentoring of branch management team. Established/monitored department goals for productivity, cost reduction, and quality output, while ensuring a safe work environment in compliance with industry regulations and company policies.

• Re-built the management team, selecting the best-qualified candidates for each position and project.

• Led cross-functional team through the company’s first-ever Kaizen event, which was a tremendous success; motivated team members to think in new ways, embrace the process, and take ownership for action items.

• Increased throughput and drove down operational costs by identifying areas of opportunity and aligning with continuous improvement initiatives.

• Established staff goals aligned with branch sales plan, forecasted monthly sales, and prepared annual STRAT plan that was presented to corporate (Leggett & Platt).

• Negotiated and established new contracts with new and existing customers, distributors, and metal suppliers.

B/E AEROSPACE, Maryville, WA 2012 to 2015

Designer and manufacturer of aircraft interiors, serving the commercial aerospace industry, acquired by Rockwell Collins in 2017.

Manufacturing Manager, Aircraft Interior Manufacturing

Rapidly promoted through positions of increased responsibility and scope, culminating with key leadership role managing several manufacturing departments for the Russian OEM Program that produced aircraft interiors for the Sukhoi Superjet 100. Drove implementation of continuous improvement and lean manufacturing initiatives to reduce waste, optimize productivity, and build a quality work environment. Provided leadership, direction, and training for up to 65 employees in all operational areas across the entire production cycle.

• Implemented SOPs, tiered KPI boards within departments, Kan Ban systems, and in-process quality steps that improved production throughput and product quality, while reducing overall costs by eliminating idle WIP, decreasing excess inventory, and cutting overtime by 20%.

• Improved on-time delivery (JIT) to 99% and improved end-of-line quality pass rate to 98%, achieved with reduced production labor hours.

• Introduced lean manufacturing concepts in compliance with AS9100, ISO9001, and Boeing and Airbus specifications.

HAMILTON JET INC., Woodinville, WA 2007 to 2012

Leading manufacturer of waterjet propulsion systems for recreational, commercial, and military marine vessel applications.

General Manager, Commercial Marine Distribution & Sales Management

Managed all aspects of branch operations with P&L responsibility for ~$24M annual sales, in addition to holding overall accountability for North and South American regional distribution and sales. Managed team of 10 direct and 15 indirect reports managing sales and manufacturing projects and field service repair operations in the U.S. and internationally, as well as managing relationships with 12 North American and 8 South American distributors.

• Delivered sales and field service growth of 11% YOY using SWOT analysis developed with direct reports.

• Authored and implemented Distributor Development Plans (DDP)for independent business operations in North and South America; held distributors accountable for DDP.

• Led and managed sales projections and area commercial support activities aligned with strategic goals.

GLACIER BAY CATAMARANS, Monroe, WA 2002 to 2007

Manufacturer of luxury recreational boats, which had multiple distributors located across the United States.

Director of Operations, Commercial Marine Distribution & Sales Management

Advanced through positions of increased responsibility to senior role in charge of manufacturing operations. Held overall responsibility for plant safety, product quality, on-time delivery, and oversight of 85 employees.

• Improved throughput, productivity, and operational efficiencies by level-loading production planning to achieve smooth manufacturing flow; improved JIT delivery to 98% by using Heijunka and Kan Ban processes.

• Served as subject matter expert for lean manufacturing and continuous improvement initiatives.

TEREX CORPORATION / GENIE IND., Redmond, WA 1996 to 2002

High-output American manufacturer of lifting and material handling equipment for a variety of industries, including construction, recycling, mining, shipping, transportation, refining, and utilities, which acquired privately held Genie Industries in 2002.

Manufacturing Supervisor, Commercial Construction Equipment

Oversaw final assembly, fabrication, welding operations, and CNC machining areas, leveraging continuous improvement based on lean manufacturing principles and processes guided by the Toyota Manufacturing System. Managed 65+ employees that drove 4 separate production assembly lines delivering 140+ units per day.

• Managed new startup product line (TMZ50) and implemented the first moving weld line for Genie.

• Supervised high-level lean manufacturing teams that implemented Chaku-Chaku lines to build customized fabrication equipment using jidoka.

EDUCATION & SPECIALIZED TRAINING

BS, Business Management (in progress) – College of the Canyons

Additional coursework in Global Business Management– Phoenix University

Areas of Specialized Training, Knowledge & Experience:

Six Sigma Lean Manufacturing 5S Kan Ban Kaizen Toyota Manufacturing System

Regulatory Compliance: ITAR, EAR, SOX, NADCAP, NDT

Aerospace Quality Systems: ISO9000, AS9100 Aerospace Specifications: BAC/FARS/DFARS

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