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Plant Manager

Stillwater, OK
December 29, 2020

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Operations Management ■ Financial Performance ■ Process Optimization

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MOBILIZES RESOURCES ENABLES CONNECTIONS HARNESSES CHANGE DRIVES GROWTH RESULTS-FOCUSED TRANSFORMATIONAL LEADER conceptualizing new ideas and spearheading change PEOPLE-FIRST LEADERSHIP PARTNER assessing capability, inspiring talent, and promoting experimentation CUTTING-EDGE OPERATIONS EXPERT enabling agile, scalable platforms to achieve savings and efficiency MBA, Finance University of Texas, 1989 BS, Management Oklahoma State University, 1986 Broad Skill Set

Process optimization

Latest technology implementation

CNC, Surface Treatment, Assembly


Root Cause Corrective Action

Audit prep: NADCAP, AS9100

Strategic Planning

P&L, FP&A, Pricing

CAPEX & OPEX projects

Professional Experience

OPERATING UNIT MANAGER—ASCO AEROSPACE Stillwater, OK 2013 – 2017 / 2019 – 2020 A Belgium-based global company providing structural parts primarily to Boeing, Airbus. Stillwater is a brownfield $100M investment with 200-employees producing fully processed aluminum, steel and titanium flight critical parts. Leadership of plant operations & support teams to produce quality aluminum & titanium parts in a most cost effective manner. Direct all operations - Receiving, Planning, Production (CNC Machining, Shot Peen, Surface Treatment/Paint, Assembly), Engineering, Quality, Maintenance, Shipping - to produce large structural assemblies & achieve on-time delivery to Boeing. Process optimization (continuous improvement) projects: Work instructions, Visual factory, In process inspection, SPC, Process capability (Cp, Cpk), Cutting tools (Tap Testing, High Speed Balancing), CNC machining (Tool path optimization software, Simulation/Error-proofing software, Post-Processor, Material Removal Rates – cycle time reduction). 2013-2014:

Coordinated the installation of CNC machines, FMS system, Surface Treatment lines, Quality room: $40M CAPEX. Proved out CNC processes in Germany, OEM and ASCO sites, a 9-month project. 2015-2017:

Leadership training and resource development, production of machined parts, phased in surface treatment, assembly. Optimization projects, mainly engineering and production to drive quality and efficiency improvements. Achieved 97% conforming parts in 2017 vs 0% conforming parts 2012-2013: significant financial impact.

Immediate revenue recognition. Rework and MRB (fees) cost avoidance. Handling damage - risk mitigation. 2019-2020:

Led engineering projects: Surface treatment qualification, and CNC machining - quality improvement, cost reduction Operations Quality Finance


1418 W 13th Ave, Stillwater, OK 74074 512-***-**** Cell Brad Redelfs page 2

GENERAL MANAGER—TRI AEROSPACE Terre Haute, IN 2018 – 2019 Aerospace Operations (Pratt & Whitney, GE, Rolls Royce) Led all plant operations – Engineering, Production, Quality, Finance, Procurement, HR - of a Tier 1 component provider. Specialized in CNC machining of large diameter (up to 54”) titanium engine cases, primarily for the defense industry. Strategic planning & execution to drive top and bottom-line P&L improvement.

Achieved a 300% increase in revenue backlog

Improved CNC cycle times by 40% – joint effort with Pratt & Whitney and DMG Mori PRODUCTION MANAGER—ATC DRIVETRAIN Oklahoma City, OK 2012 – 2013 Chrysler & GM Value Streams

Led product-family teams and 80 manufacturing resources to produce 2,000 transmissions & components per month. KPI improvements: 28% cycle times, 8% quality, safety, cost and employee retention gains.

Site (700 headcount) projects: developed business metrics and led presentations to executive team Led peer-group (8 managers): cost forecasts, metrics consolidations, leadership training. DIRECTOR OF OPERATIONS—PRO-FAB AEROSPACE Oklahoma City, OK 2010 – 2011 Aerospace Operations (Lockheed Martin, Boeing, Bell Helicopter, Honda Jet, Gulfstream) General management of a Tier 1 component provider, operating in a 185k sq ft CNC machining and assembly site. Leadership of 125 employees including the Plant Manager, Engineering, Procurement, Finance, EHS, Shipping, IT and HR. Produced titanium & aluminum structural components: spars, bulkheads, wing ribs. longerons, side beams, boom tubes. Strategy development & execution to increase capacity utilization and improve financials.

Revenue: achieved 50% growth and diversification via long-term contract awards with four new customers

Quality: reduced cost 40% by product cost analysis and root cause quality program

Finance: P&L responsibility - optimized top and bottom-line

Developed and presented: cash flow projections, budgets, forecasts, pro-forma statements CORPORATE FINANCE—DELL Round Rock, TX 2004 – 2009 Global Manufacturing, Procurement and Distribution Operations Kicked-off and co-led a cost reduction project with >100 global resources: yielded $1B OPEX savings. Analyzed $4B manufacturing product cost across 7 distinct manufacturing geographies. Developed and led implementation of a landed cost (pricing) model & policy with 125 global resources. Software and Peripherals, $6B Division

Developed a SOX-compliant Enterprise Risk Management framework – improved audit results. PROJECT MANAGER & CNC Machinist—FUNDOM ENTERPRISES Oklahoma City, OK 2002 – 2004 PRICING & PROGRAM MANAGER—IBM Austin, TX 1989 – 2002 Server Group, $10B Division

Led the strategic planning and execution to drive revenue growth via entering new markets. Cultivated ISV business partnerships and programs, contributing ~$1B revenue. Ownership and P&L responsibility for a $50M product suite – strategy, pricing, business models/planning.

Led product development plans and roadmaps with 150 IBM and 3rd party employees Object Oriented Programming

Financial ownership (budgets/forecasts/P&L) of a strategic alliance with Apple & Motorola, CHQ presentations. Solution Developer Marketing

Supervised a 12-member Financial Planning & Analysis (FP&A) team: Austin, Dallas, Mountain View, CA. Developed and implemented (rolled-out) a $100M CAPEX tiered equipment strategy. Site Operations / Manufacturing

Managed $150M OPEX OH budget & allocation for IBM’s Austin campus: 22,000 employees. Training

Leadership Development Program (6 months) - IBM Pricing Manager Training – IBM REFERENCES AVAILABLE UPON REQUEST

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