Manager Sales

WESLEY W. BARKER ** Christopher Lane Dawsonville, Georgia 30534

H: 706-***-**** C: 612-***-****

**********@*****.***

Chief Operating Officer / President / VP Operations / VP Supply Chain

Driven business executive with twenty five plus years of experience in strategic planning, international operations, team building and culture change initiatives. Strong track record in business M&A integration, Lean transformation, plant consolidation and global growth initiatives, resulting in significant profits to company’s bottom line. Extensive Lean manufacturing, change management and 6 Sigma program black belt experience. Proven hands-on leader with passion for the customer, a play book for driving to world class performance and a team player with entrepreneurial drive.

Transformational Change Agent Global Sales & Operations Leadership

Lean Expert & Black Belt in 6 Sigma Strategy Deployment & Implementation

M&A Integrations & Plant Consolidations Dramatic impact to profitability & cash flow

PROFESSIONAL EXPERIENCE

Construction Resources (CRHome) – Atlanta, GA June 2016 to January 2020

A $340M housing building materials distributor and manufacturer with 34 locations serving southeastern USA. Largest total solutions designer, manufacturer, distributor and installer of counter tops, garage doors, fire places, appliances, specialty glass, lighting and cabinets for builders and multi family investors.

Chief Operating Officer

Responsible for running company on daily basis including Sales, HR, Operations,Engineering, IT and Sourcing

Leading integration activities to consolidate 14 business units into one united company

Implemented common ERP system across all sites as well as back office shared service model

Increased sales by 11.5% CAGR with focused account and cross selling strategy

Reduced working capital by $28M with Lean inventory management and supplier negotiations

Led strategic sourcing and Lean implementation programs to improve gross margins by 2.8 points

Dramatically improved capacity of 2 plants by 28% and 71% to support growing customer demand

Building Materials Company (BMC) – Atlanta, GA 2014 to Q4 2015

A $1.45 billion (4th largest in USA) housing building materials distributor and manufacturer with 71 locations and 5400 team members across the United States.

Chief Operating Officer

Responsible for running company on daily basis (Sales, Marketing, HR, Operations, Sourcing, Engineering, Operational Excellence) plus driving acquisitions and managing strategic direction.

Impacted by executive team downsizing from $3B strategic merger of Stock Building Supply

Led acquisition and integration process of VNS, a $151M company

Finalized deal and started integration activities for 2nd acquisition with revenue of $92M

Initiated “Sweep the Street” sales campaign that generated $54M incremental revenue

Developed 2 new strategies that will yield an estimated $350M of revenue over next 5 years

Personally lead the kick off of a Lean enterprise initiative and trained over 300 managers on concepts

Improved Gross Margins from 22% to 23.2% with aggressive pricing and strategic sourcing activities.

Royston LLC, Corporate Headquarters - Jasper, GA 2010 to 2014

Custom manufacturer of retail checkout lanes, merchandising cabinets & refrigerated cases

Executive Vice President Operations

Responsible for setting corporate strategies and acquisitions plus daily management of 525 employees in design engineering, manufacturing, sourcing, distribution, IT and human resources

Key customers:7-11, Walmart, Target, RaceTrac, Safeway, Kroger, Food Lion, Quick Trip and HEB

Wesley W. Barker Page Two

Managed high volume, short lead time, custom, design-fabricate- assemble business model

Revenue growth from $82M to $137M peak by setting new strategies in new products and services

Generated $69M EBITDA over 4 years, Operating Profit average of 12% and debt reduction of 40%

Completed 1 strategic acquisition and set up a Joint Venture in Mexico for new market penetration

Restructured Engineering group and launched 11 new product families generating a $50M pipeline

Improved customer on time delivery from 87% to 98.5% and reduced lead times from 17 to 14 days

Initiated Lean Program generating 6% productivity with 450+ ideas implemented by associates per yr.

Hubbell, Inc., Hubbell Lighting Division - Greenville, SC 2006 to 2009

$2.6 billion manufacturer of lighting and electrical control systems

Vice President Global Operations

Responsible for managing all aspects of operations for $1.2B lighting division consisting of 4400 people, 12 plants, 11 contract manufacturers in China, strategic sourcing, five distribution centers, product engineering, warranty services call center and technical applications team.

Improved operating profits on commercial products from 6.8% to 9.5% and held residential products above 10% operating profits with 33% market decline in 2007-2008.

Developed and led a Lean / 6 Sigma transformation initiative setting world class performance standards with 250 kaizen events and over 5000 employee implemented ideas per year

Implemented Toll Gate process to improve SAP implementation of five plants.

Achieved 6% material savings with strategic sourcing and value engineering initiatives.

Improved inventory from 4.4 to 7.8 turns and on-time delivery from 72% to 91% using Lean flow in plants, supplier replenishments and SIOP (Sales and Operations planning & forecasting) processes.

Streamlined order replenishment processes around three types: make-to-stock with 24-hour delivery, make-to-order with five-day delivery and engineer-to-order with 14-day delivery.

Developed restructuring plan and achieved $15M savings by closing four plants and divesting one.

Ingersoll-Rand Inc. - Davidson, NC 1995 to 2006

$13 billion global manufacturer of industrial and residential products

Director Air Solution Global Operations - Davidson, NC (2005 to 2006)

Managed ten air compressor plants in North America, China, India, Germany, Italy, and Czech Republic with 2,600 associates; drove Lean transformation with $1.2B in revenue and 15% return on sales.

Developed global manufacturing strategy to balance regional manufacturing, support emerging market growth and leverage low-cost country material purchases.

Developed inventory management process to increase turns from 4.5 to 9 and $41M cash flow.

Drove programs to achieve 5% year-over-year material and labor productivity.

Implemented new SIOP (sales, inventory, operations planning) process to align with sales.

Rolled out New Product Development Toll Gate process to improve product launches.

Implemented Lean Policy Deployment programs that drove Lean transformation.

Director Global Integration & Operational Excellence - Davidson, NC (2002 to 2005)

Responsible for integrating two large divisions creating $1.6B Industrial Technologies Sector that manufactures air compressors, air tools, hoists, pumps and motion controls in 22 plants. Elected Sector Lean Promotions Officer to participate on team to develop IR corporate Business Operating System.

Developed new global manufacturing strategy consolidating the organization structure and eight facilities, reducing costs by $46M over 3 years. Strategy included setting up process centric plants and outsourcing non core processes. Received IR Chairman’s award for operational excellence.

Achieved $8.8M savings in 2003 through completion of three plant closures and three line transfers.

Yielded $28M savings in 2004 through division integration, 2 plant closures and 1 plant divestiture.

Wesley W. Barker Page Three

Achieved over 5% material savings and 6% labor productivity savings using Lean programs

Nominated by CEO to developed IR enterprise wide business operating system, including Lean Policy Deployment Program for all functions, lean academic curriculum and key business processes.

Plant Manager and Operational Excellence Chairman for Division - Angola, IN (1999 to 2001)

Reported to Division President supporting $161M in revenue of pumps and motion controls in five plants.

Managed plant and revenue stream (business manager) of $30M Fluid Power Product line.

Improved division inventory by 2 turns and on time delivery from 42% to 91% with lead time of 3 days.

Achieved 6% revenue growth with two new products and creation of “24-hour Express-Ship” program.

Manufacturing Manager - Colorado Springs, CO (1998 to 1999)

Executive Staff member reporting to Schlage Lock Division President with responsibilities for strategic initiatives and plant management supporting $345M in revenue of door hardware. Managed $42M budget and 422 employees in manufacturing engineering, machining, casting, coatings and maintenance.

Contributed to 1999 record year with 14.7% increase in sales and 26.7% in operating income.

Implemented mix model Demand Flow Technology (DFT) in two production facilities.

Led Mexico plant start-up which was completed in 6 months and generated $3M annual savings.

Engineering Manager & Process Leader - Indianapolis, IN (1995 to 1998)

Responsible for developing new coatings technologies, improving current painting, plating and waste treatment processes and implementing Lean Demand Flow principles in $135M sales Von Duprin plant.

Developed (in Corporate Project Manager role) thin film plasma coatings for “lifetime finish” products.

Project managed $4.7M powder paint coating project designed for 57 colors and five substrates.

Assisted with implementation of plant-wide Demand Flow Technology (DFT) and Lean management principles, resulting in a culture change that led to the plant’s being rated as top IR plant in 1997.

Tosoh Inc. Specialty Materials Division - Grove City, OH 1988 to 1995

$1.6 billion Japanese manufacturer of high purity thin film materials for computer industry

Process Engineering Manager & Project Engineer

Developed relationships with international customers to design and implement new exotic alloys and improve product performance. Improved quality in casting, pressing, rolling and machining processes.

Completed Motorola 6 Sigma Black Belt training program and gained competencies in project management, quality, statistics, process improvement and leadership.

Completed six sigma project reducing ZrO contaminants in vacuum casting from 1600 to 42ppm.

Improved Titanium-Tantalum alloy cold rolling process achieving improved magnetic performance.

Led ISO 9001 task force to gain certification and used SPC to improve grain size in Aluminum alloys

Improved Cobalt-Platinum alloy magnetic characteristics that led to creation of 1st gigabyte disc drive.

Reduced costs 32% by implementing near-net shape investment casting process on Cobalt alloys.

EDUCATION

B.S. (Metallurgical Engineering) - The Ohio State University, Columbus, OH 1990

IR Executive Leadership & High Performers Programs, Dale Carnegie Leadership Program, Six Sigma Black Belt and Champion Certification, Lean Leader & Toyota Production Systems Certifications,

Attended 48 seminars in the fields of leadership, manufacturing processes, finance, and marketing.

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