Steven Wolfe

adkewh@r.postjobfree.com • 832-***-****

www.linkedin.com/in/stevenwolfe1984 • Prosper, TX 75078

Director of Operations

20+ years of success transforming manufacturing and operations across multiple lines of business, turning uncertainty and chaos into order and harmony

Facilitator and builder of world-class technology management and product/sales development teams, with specialty in both start-up and scaled growth stages. Expertise in Human Resources, Sales, Marketing, Business Development, and Finance operations, implementing and leading change management strategies to reverse struggling businesses. Adept at creating and executing operational (OpEx) and capital (CapEx) budgets with long-term growth strategies. Proven track record of establishing solid relationships with clients, colleagues, and key stakeholders to enhance organizational effectiveness.

Areas of Expertise

Strategic & Tactical Planning

ERP Implementation

Supply Chain Management

Operations Management

Lean Manufacturing

Manufacturing Operations

Change Management

Continuous Improvement

Executive Leadership

Quality Management

Business Development

Team Building & Management

Achievements

Applied customer-centric philosophy to business development and growth management, using quantitative strategies to create sustainable growth.

Championed Lean Manufacturing/Six Sigma principles, emphasizing theory of constraints and leading continuous process improvements.

Drove strategic and operational improvements to supply chain operations, successfully achieving dramatic inventory reductions.

Professional Experience

General Manager - North American Headquarters, 2017 - 2020

TNA Packaging and Processing Solutions, North America

Directed multiple lines of business (finance, sales, project management, service, logistics, engineering), rebuilding and rejuvenating floundering North American operation. Tasked with increasing sales and profits, improving customer satisfaction, and restoring competitive advantage in North America. Initiated robust postmortem on all completed jobs, highlighting wins and instituting Corrective and Preventive Actions (CAPA) process to ensure mistakes were not repeated. Partnered with local manufacturing companies to reduce dependency on overseas manufacturing, reducing cost, slashing lead time, and improving quality control.

Boosted financial performance, increasing overall margin by 10% and delivering first positive EBIT in six years (from -12% to 6% in 18 months).

Boosted sales by 130% by completely retooling sales group and realigning territories, increasing revenue from $14m annual @ 8% margin to $42m @ 26% margin.

Realized 75% reduction in inventory while growing spare parts sales by 30%.

Streamlined processes, reducing past-due accounts from $1.2m to $68k in nine months and slashing inventory by 75% while growing spare parts sales by 30%.

Implemented customer report card that increased customer satisfaction from 65% to 92% between 2017 and 2019.

Director of Manufacturing- Engineering, 2016 - 2017

AC Horn Manufacturing Company,

Turned around manufacturing and operations, changing operations from “that’s the way we have always done it” mentality to “how can we improve and be better” mentality. Completely revamped processes, integrating supply chain and inventory into daily flow of components to and from manufacturing floor. Challenged traditional thinking, transforming operations to process-managed business, implementing new processes, KPIs, and continuous improvement initiatives to reduce bottlenecks and increase throughput. Built safety program, creating plant safety committees, training matrix, and safety manual. Developed CapEx budget for machine guarding and electrical upgrades based on external audit identifying violations.

Significantly improved manufacturing safety, reducing serious safety violations from 19 to eight and eliminated all 11 willful violations.

Re-energized ailing supply chain by improving inventory health, gaining 32% in throughput by aligning inventory information with business needs, increasing on-time delivery from 72% to 94%.

Upgraded technology in machine shop, eliminating largest bottleneck by replacing machines with new CNC machines, showing ROI in 11 months and reducing dependency on outside processing, saving $726k annually.

Led process improvements, introducing "The Quality Conscience" team that reduced scrap by 28% and rework by 50%.

Business and Operations Manager, 2015 - 2016

Telemetrix International Technologies, Conroe, TX

Recruited by company president to run US operations and develop business globally with full P&L responsibility. Challenged to stabilize and rebuild stagnant division built around operational silos, spearheading growth by developing new products and service models. Re-vitalized broken global inventory system, penetrating markets in Middle East, China, and Indonesia.

Streamlined operations, reducing inventory by $2.5m, introducing Salesforce.com and implementing “Plan for Every Part” strategy with test suite of tools to utilize slow and obsolete inventory.

Negotiated cost-effective contracts, setting pricing and realigning processes, improving margins from 28% to 38%.

Built and mentored sales team that exceeded targeted goals by 16% average in extremely depressed market.

Led development and release of new pulser, teaming with largest competitor to produce complementary products; release increased orders by 50%.

Plant Manager- Engineering, 2013 - 2015

Forum Energy Technologies-Davis Lynch, Pearland, TX

Managed $115m Davis Lynch facility, employing 345 employees in 160k square foot facility. Held full P&L responsibility for machining, assembly, fabrication, engineering, purchasing, and logistics. Led implementation of scheduling software system integrated with MRP/ERP system. Engaged employees, promoting “Breakfast with the Boss” program and switching from “build to order” model to “stock/assemble to order” model. Developed super-users of manufacturing and resource planning systems. Rebuilt safety program and instituted new training, job safety analysis, and new hire safety hazard awareness.

Led process improvements, increasing on-time delivery from 38% to 86%, reducing past due backlog from $25m to $8m in 8 months, and slashing inventory by 32%.

Set record revenue in Q3 2014, increasing profit by 7%.

Additional Experience

KM Services/Enteq KMS, Houston TX, Director of Manufacturing and Operations

Rebuilt fractured business relationships with four major clients and increased order intake by 30% overall.

PPM Technologies LLC, Newburg, OR, Vice President of Global Manufacturing & Operations

Revitalized manufacturing and operations segment, rebuilding broken relationships and reinstituting terms; cleared all past due orders within four months.

Education

Business Management Coursework

University of Phoenix, Phoenix, AZ

Credentials & Training

Six Sigma Greenbelt, Tyco Opex

Geometric Dimensioning & Tolerancing, Burle University

Turning & Milling Tooling Applications, ISCAR, Kennematal, and Seco/Carboloy

Team Building for Success, Truckee Meadows Community College

Sexual Harassment in the Workplace, Houston Community College

Technical Skills

Microsoft Office (Word, Excel, Outlook, PowerPoint, Visio)

MRP/ERP: SAP, Globalshop, Avante, Microsoft NAV, E2, JOBBoss

CRM: Salesforce, SAP, Microsoft 365

Volunteer Experience

Board of Directors, SNAC International

Chairman, SNAC International New Member Council

President, Reno Nevada Economic Development Council for Technical Trades

Board of Directors, Willamette Valley Summer Intern Program

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