Plant Manager Sales

MICHAEL YOUNG

Fort Worth, Texas 817-***-**** ********.*******.*****@*****.*** linkedin.com/in/mikeyoungfortworth

Manufacturing & Operations:

Led capacity expansion from 10,000 to 45,000 pieces per month, then built out automated manufacturing plant, tripling capacity and providing full warehousing and logistics. Led team in developing 70,000 sq.ft. manufacturing, repair and distribution space to increase regional revenue by 75% . Ran multiple cost reduction projects and product line relocation.

Strategy and Business Development:

Launched valve and seat product as an aftermarket business capturing over 30% market share in under 18 months. Increased both Well Service and Centrifugal pump revenue and EBITDA by 30%. Captured additional 20% market share in pump repairs with increased margins through launch of core exchange program.

Core Strengths & Skills

Operational Leadership Strategic Planning Plant Management Talent & Team Development Supply Chain Strategy Profit & Loss (P&L) Product Development & Innovation Strategy M&A Research & Due Diligence SAP Microsoft Office Business Development Customer Service & Relationships Market & Competitor Analysis Sales & Marketing Strategy

PROFESSIONAL EXPERIENCE

SERVA GROUP (Catoosa, Oklahoma) January 2020 – July 2020

Marketing & Supply Chain Development (Contract Position)

Developed scope of work and new vendor relationship to build a new website to match current and future initiatives. Sourced new consumable vendors, working with Engineering to bring quality, delivery and cost improvements.

Impact & Results:

Delivered cost reductions of 15–45 percent on all consumables with minimal tooling costs or inventory commitments.

Coordinated employee engagement with LinkedIn resulting in over 2,100 new followers within the first month.

Developed scope, sourced bids and managed new website development, allowing for online RFQ, and improved analytics.

GARDNER DENVER – PUMPS DIVISION (Fort Worth, Texas) October 2006 – September 2019

Director, Marketing Strategy and Business Development 09/2016 – 09/2019

Researched and identified high-potential segments of core markets using available market data, and seeking out voice of customer. Developed business level and product line strategies to grow market share and customer share of wallet by penetrating additional subsegments, new product development/improvement, and providing focus to the most critical areas.

Impact & Results:

Entered high-volume subsegment to grow revenue and margin for Well Services pumps by over 30%.

Leveraged new stocking strategies to increase revenue and EBITDA for Centrifugal Pumps by 33%.

Improved marketing content accuracy and delivery by leveraging internal experts, reducing monthly spend by 20%.

Refocused hundreds of engineering hours on high-priority product initiatives by revamping the NPD funnel.

Researched, analyzed and engaged acquisition targets with successful integration resulting in 1.5 year ROI.

Plant Manager 06/2011 – 09/2016

Increased capacity of newly established high-volume manufacturing plant through Lean manufacturing, product improvement and supply chain revisions. Directed plant relocation and four-fold increase in machining capacity with attached central distribution and logistics. Oversaw new facility supply chain, manufacturing, engineering, EH&S, quality, maintenance and HR with $50MM - $100MM P&L.

Impact & Results:

Improved product, product flow,and quality, and insourced secondary processes to reduce cost by over 20%.

Aligned S&OP and transactional processes with manufacturing and supply chain practices saving $150k in indirect labor.

Led sales efforts to capture 30% market share in the first 18 months.

Leveraged Lean/Six Sigma toolbox to create a new comprehensive quality policy for high speed, high volume production.

Led buildout of 70,000 sq.ft. manufacturing, repair and distribution facility increasing regional sales by 75%.

Customer Service Supervisor 10/2006 – 6/2011

Strengthened customer relationships to identify needs and customer-driven improvements, including on-time delivery, and applied as best practices at additional facilities. Introduced a collaborative sales process that increased revenue.

Impact & Results:

Launched core exchange program to eliminate repair lead time, increasing margins by 15% and leading to additional 20% market share.

Process improvements led to 20% additional revenue from existing customer base, and an improvement in inventory turns.

Led two cost reduction projects and improved OTD and quality through relocation of Well Service pump manufacturing.

EDUCATION & TRAINING

Master of Business Administration (MBA) – 2011

UNIVERSITY OF NORTH TEXAS, Denton, Texas

Bachelor of Business Administration (BBA), Marketing - 2005

UNIVERSITY OF NORTH TEXAS, Denton, Texas

Lean Six Sigma Green Belt – 2015

AIT Business Solutions

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