Manager Sales
Resume:
Jeffrey A Hiatt
TURNING VISION AND STRATEGY INTO SUSTAINED PROFITABILITY
Orlando, FL
***********@*****.***
linkedin.com/in/jhiatt
SUMMARY
Manufacturing and Operations Professional with a track record of successfully delivering results in Fortune 500, Private Equity, underperforming, and turn around businesses. A unique blend of experience results in a senior leader who understands the impact of customers and market conditions on operational success; provides leadership in large mature organization, small growing organizations, and turn around businesses; understands what world class looks like and how to apply tactical and strategic strategies to bridge the gap. Hands-on leader who forms and motivates cross-functional teams to consistent high-level performance in plant operations, new product development, supply chain, field services, sales, and business acquisition/consolidations/closures. Proficiency in lean, six sigma, world class manufacturing techniques, and transactional process improvement. DELIVERING BOTTOM LINE RESULTS FOR FORTUNE 500 PRIVATE EQUITY TURN AROUNDS ACQUISITIONS Improved safety metric, DART, in all plants to less than industry average of 1.4 Lead plant rationalization / consolidation initiative resulting in a $10M EBITDA impact Achieved 22% CAGR in EBITDA for consolidated division Lead lean transformations of acquired businesses resulting in WIP reductions of $9.6M, average labor hours per unit improvement of 15%, and other process improvements of $1M Consolidated local business unit warranty, field services, and publications under newly created position of Director of product Dealer Services at division level resulting $1M in SG&A savings
Implemented sales distribution models, go to market strategies, and dealer support strategies that grew backlog from $56.8M to $84.5M. SKILLS & EXPERTISE
Financial Acumen
Strategic Partnerships
Maquiladora Operations
Operational Strategic Planning
Operational Leadership Vision
Talent Development
Supply Chain Management
Commercial Strategy
Change Management
Acquisitions
Lean Agile Manufacturing
Customer Centric
Multi-Site Operations
Business Transformation
Product Development
PROFESSIONAL EXPERIENCE
EnTrans International Athens, TN
Sr. Vice President of Operations, NA
January 2019 to February 2021
Stabilized business processes and performance in three private equity owned North American manufacturing facilities (2 US, 1 MX) by implementing robust processes such as time bound scheduling, engineering change management, order processing, lean production methodologies, and a manufacturing execution system. Improved revenue by $52.6M YOY and EBITDA $10.5M by improving through put, reducing backlog to industry expectations, material productivity and labor efficiency. Reorganized centralized and local resources to leverage talent and strengthen leadership structure. ASAK Consulting, LLC Orlando, FL
Independent Consultant, Owner
November 2017 - Present
Strategy development and deployment, business and manufacturing process improvement, new product development processes, M&A operational due diligence, acquisition integration, lean six sigma training and deployment.
REV Group, Inc Milwaukee, WI
Vice President of Operations
November 2015 to November 2017
Implemented sales operating processes to grow buildable backlog and provide accurate margin during quoting. Improved EBITDA at a CAGR of 14% by controlling operational costs, improving process efficiency, implementing pricing strategies focused on profitability, reorganizing inside and outside sales team, and focusing on dealer development. Improved COQ by 10% (warranty $1.4M / scrap by $91k) by implementing metrics and RCCA process. Consolidated local business unit warranty, field services, and publications under newly created position of Director of Product Dealer Services at division level to deliver an estimated
$1M in SG&A savings.
Reorganized local business unit engineering functions to focus on Sustaining Engineering at the local level and New Product Development and Innovation at the division level. Sustaining Engineering turn time on sales orders improved from 30-45 days to 5-10 days. Implemented NPD process that resulted in ship to commerce cycle time improvements and a new product pipeline of over $10M in margin.
REV Group, Inc Orlando, FL
Corporate Director of Operational Excellence
October 2013 to October 2015
Deployed a REV Business Operating System to create a standard, enterprise-wide collection of business processes that align business processes, achieve a common lean methodolo- gy, and deliver business results.
Integrated acquired businesses by identifying operational and personnel gaps, developing and executing mitigation plans, and leveraging existing systems/processes to drive successful integration and performance improvement; Revenue improved at a CAGR of 2%; EBITDA improved at a CAGR of 15%; Gross Profit improved $7M on similar volume; WIP reductions of
$9.6M; Average labor hours per unit improvement of 15% REV Group, Inc Orlando, FL
Manager of Operational Excellence, Purchasing
February 2012 – October 2013
Lead lean transformation by retraining all employees on the basic tenants of a lean system, launching lean systems certification program, implementing lean daily management system for the shop floor and transactional areas, defining and implementing operational excellence monthly metrics, facilitating kaizen events, etc. Implemented MRP utilization process to better manage material procurement, PFEP process, controlled warehouse, and material replenishment strategies to reduce material shortages by 50%.
Lead implementation of facilities work order management system to facilitate TPM program and better machine utilization. Successfully managed the on-time and on-budget relocation of an acquisition from Indiana to Florida. Allegion (Ingersoll Rand) Orlando, FL
Florida Territory Operations Manager
April 2010 – January 2012
Full P&L responsibility for territory and 4 branch security locations consisting of sales, installation, service, and project management for B2B and B2C channels. Generated, evaluated, and analyzed operational plans and processes to achieve territory goals and objectives delivering 7% revenue improvement, 12% margin improvement, DSO less than 60 days, and aged receivable over 60 days to less than 5%. Provided leadership to a sales force that services strategic, national, regional, and local accounts delivering $12 million in bookings. Successfully managed a $3 million service business consisting of service contracts, software service agreements, alarm monitoring, and time & material service. Ingersoll Rand - Club Car Inc
Operational Excellence Manager
Augusta, GA May 2005 – March 2010
Club Car Hilton Head Branch Manager June 2009 – December 2009 (Temp Assignment): Full P&L responsibility for B2B and B2C golf car and utility vehicle business. Team member on Ingersoll Rand corporate design and implementation team for IR BOS. Lead 100+ kaizen events. Mentored 20+ green belts and 5+ black belts. Accountable to deliver $5M+ in productivity savings per annum IR - Club Car Inc. Augusta, GA
Production Manager
May 1999 – April 2005
IR - Club Car Inc. Augusta, GA
Production Supervisor
May 1997 – April 1999
IR - Club Car Inc. Augusta, GA
Production Section Leader
October 1996 – April 1997
EDUCATION & TRAININGS
Indiana University Kelley School of Business Bloomington, IN Master of Business Administration - 2010
Augusta University Augusta, GA
Bachelor of Business Administration - 1997
CERTIFICATIONS
Ingersoll Rand University Davidson, NC
Lean Six Sigma Black Belt Certification - 2009
University of Kentucky Lexington, KY
Lean System Certification - 2006
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