VP Global Operations

JAY WATSON

Turnersville, NJ. ***** ● 215-***-**** ● ******@*******.***

SENIOR TECHNICAL LEADER

Entrepreneurial, hands-on (Gemba), technical leader with 20 years progressive experience across the entire organization. Passionate in driving organizational and cultural turnaround and growth and constant waste elimination. Champion and architect of management, operations, engineering, supply chain, quality, and product development teams that collaborate transparently within an organization. Specialize in developing operational infrastructures that produce scaled growth environments in commercial and well-regulated defense and FDA medical device markets. Dedicated to developing metrics driven facilities focusing on safety and continuous improvement to yield consistently increasing gross and profit margins. LEAN/ 6 Sigma/ Automation coach, mentor, and champion from management level to the floor.

DEMONSTRATED ACHIEVEMENTS

Improved %GP 10% within 1st 6 months at both Metal Textiles and AFP Transformers despite Sales downturn of 13%

Reduced Overtime 50% within 1st 6 months at both Metal Textiles and AFP

Initiated and passed 1st round ISO Compliance Audit within 3months at AFP Transformers

Implemented Purchasing initiatives saving $351k 1st quarter of implementation at Metal Textiles and AFP Transformers

Established kpis (Key Process indicators) and turnaround activities to stabilize costs and create a profitable organization in 6 months at 1st Priority

Developed document change control system to realize 4-12% lost revenue per customer order at 1st Priority

Worked with Sales and Marketing to establish functional sales plan within 1st Priority and OA Sweet increasing revenue growth goals by nearly 400% over next five years

Provided infrastructure to develop and manage strategic plans at Frazier, OA Sweet, and 1st Priority

Initiated improved QMS at 1st Priority, reducing customer escapes 75% in first 3 months

Activities to stabilize and improve profitability an average of 4% yr. (15% GM increase Frazier)

Championed successful LEAN/ 6Sigma transformations over 5 organizations, 12 plant locations, and over 20 lines

Established Company Best Practice and Standardization programs in 1st Priority, Chemring, Esterline, and Frazier

Increase capacity by 200% and decrease labor costs by 50% in key product families at Esterline

Achieved greater than 97% On Time Delivery within Chemring, Esterline, and Frazier.

Reduced Product Time to Market by 50%, and new product reliability by nearly 90% at Esterline

Directed efforts across all facilities to become ISO, OSHA, DoD compliant within Chemring Countermeasures NA

By constant customer engagement, grew revenue by $12M while maintaining P&L responsibilities at Esterline

Developed all business operating and accounting infrastructure within OA Sweet

CORE COMPETENCIES

Strategic Planning

Cultural Change

Change Management

Policy Deployment

Company Turnaround

Supply Chain Management

Cost Accounting/ Control

Continuous Improvement

Employee Development

Regulatory Compliance

LEAN/ 6 Sigma/ Agile/ Automation

Union Negotiations/Management

High Mix/ High volume

Quality Management Systems

Mentor, Coaching

Product Development

Business Development

Succession Planning

Project Management

Expansion M&A Management

Performance Management

MRP/ ERP Systems

ISO/OSHA/FDA/DoD

Customer Sales Engagement

Electronics assembly

CNC/NC machining

Customer Service

Mechanical assembly

Metal forming, fabrication, welding

Injection mold processing

Optical assembly

Additive manufacturing

Product packaging

Logistics

P&L responsibility

Multi-site leadership

PROFESSIONAL EXPERIENCE

Metal Textiles/ AFP Transformers (Jul 2019 – Nov 2020) VP of Operations– Edison, NJ

Metal Textiles and AFP Transformers are jointly owned and operated companies sharing 3 facilities in, the United States, Mexico. (maquiladora), and France with over 380 employees and total sales of $37.6M USD (FY19). Metal Textiles fabricates wire mesh products including seals, gaskets, rings, etc for the Automotive, Aerospace, Commercial markets, while APF Transformers serve the commercial, industrial, markets small to mid-sized custom built electrical transformers Requiring ISO, AS, IATF, ITAR, EAR Compliance {Furloughed due to COVID}

Key Responsibilities and Accomplishments:

Full P&L responsibilities of organization profit centers across 2 plants managing 7 direct and +315 indirect reports.

Responsible for the development and growth Operations, Production, Quality, Supply Chain & Purchasing, Shipping Receiving and logistics, Regulatory and import/ export Compliance, and safety across all facilities

Improved GP by 9% (31% to 40%) within 1st 6mo, despite sales drop of 14% in Metal Textiles

Improved GP by 10% (19% to 29%) within 1st 6mo, despite sales drop of 12% in AFP Transformers

Reduced Overtime by 50% within Metal Textiles, and 49% within AFP Transformers

Improved On Time Delivery from 82% to 96% in Metal Textiles, and 78% to 91% within AFP Transformers

Decreased quality return rates from 8% to >2% within Metal Textiles

Managing the Operations launch of 5 new automotive product expected to increase revenue +$10M / year next 5 years

Implemented PPV program within purchasing saving $34k within 1st quarter of implementation.

Implemented Strategic Pricing Program within purchasing saving $317k within 1st quarter of implementation

Launched Just in Time material delivery program within Operations to reduce on hand inventory by a projected 70% by end fy20

Developed external manufacturing supply chain tracking, improving material availability to over 97% from estimated 65%

Launched ISO 9001 Compliance program with AFP Transformers and passed 1st round audit within 3 months

Technical expert on all welding, CNC, automation, additive manufacturing, test, operations matters

Technical expert on all commercial import/ export, DoD, and medical device compliance matters

Subject matter expert and resource for LEAN, automation, and 6 Sigma matters

Managed launch of cell layout program within Mexico facility

Develop and lead the introduction of LEAN transformation throughout the organization including a GEMBA ACADEMY

Introduce and teach Senior Leadership HOSHIN Planning to guide directed improvement throughout organization

Train staff and launch Value Stream Mapping, Standard Work, and visual Controls across organization

Initiated 5s(+1), Visual Controls, Obeya Rooms/Areas with daily/weekly/monthly reporting metrics across all sites

Transforming Supply Chain ERP, & MRP systems to scale with growth and reducing supply chain issues 90% from FY19

Initiated transition plan to utilize Epicor MES system to improve labor estimating and tracking increasing job breakdown accuracy over 80%

Primary contact between Maquiladora and Metal Textiles/ AFP Transformers on operations items

Represent Metal Textiles and negotiated union disputes and contract within Edison facility

Improved Preventative Maintenance Program across all sites increasing OEE an estimated 30%

Incorporating TPM, SMED, Poka-Yoke to production floors across all sites increasing OEE an estimated 10%

Rebuilt S&R operations improving material transfer, product and raw material tracking i.a.w. PFEP with an expected improvement of material traceability to over 98% from estimated 75%

Documented and improved (via VSM Kaizen event) material transfer process reducing lead time from 14 to 4 days through Mexico border

Documented and improved (via several VSM Kaizen events) material and part permitting process, resulting in a lead time reduction from 21-27 days to 5

Taught and led multiple Kaizen events across all facilities resulting in improved quality, throughput, capacity, and safety

Instituted daily GEMBA walks (via Shop Floor Management) and daily huddles to dramatically improve plant communications

PROFESSIONAL EXPERIENCE (CONTINUED)

1st Priority Group (May 2018 – Jul 2019) VP of Operations– Manchester, NJ

1st Priority Group is a leading provider of emergency response vehicles solutions operating 3 facilities in, the United States with over 160 employees and total sales of $28.5M USD (FY18). [Resigned position: Company Stability]

Key Responsibilities and Accomplishments:

Full P&L responsibilities of organization profit centers across 3 plants managing 16 direct and +130 indirect reports.

Developed core management, operations, and production level metrics within manufacturing

Provided financial and PM oversite on all capital expenditures, including expansion of new production facility in CA

Technical expert on all metal stamping, forming, casting, extrusion, cut, CNC, and assembly operations

Technical expert on all electronic and mechanical assembly, design, packaging operations

Improved production flow systems to achieve OTIF delivery from 10% to 80% and increased revenue 11% from FY18

Developed and led the introduction of LEAN principles and transformation throughout the organization

Introduced and taught Senior Leadership HOSHIN Planning to guide directed improvement throughout organization

Built Quality Management System to I.S.O. compliance which reduced quality returns by as much as 80% from FY18

Matured Supply Chain ERP, & MRP systems to scale with growth and reducing supply chain issues 90% from FY18

Matured MES system to facilitate labor estimates increasing job breakdown accuracy over 80%

Negotiated key contract and technical items between customers and company.

Formed Company Maintenance group across all sites facilitating shared resources, increasing OEE 15% in 1st month

Launched Preventative Maintenance Program across all sites increasing OEE an estimated 50%

Initiated TPM, SMED, Poka-Yoke to production floors across all sites increasing OEE an estimated 10%

Worked with S&R in Manchester Facility to improve material logistics capacity 30% and material location ID by 100%

Taught and led multiple Kaizen events across all facilities resulting in improved quality, throughput, capacity, and safety

Initiated 5s(+1), Visual Controls, Obeya Rooms/Areas with daily/weekly/monthly reporting metrics across all sites

Instituted daily GEMBA walks (via Shop Floor Management) and daily huddles to dramatically improve plant communications

Developed document control and change management for product builds resulting in revenue recapture on avg 4-12%/ order

Formed company EH&S program across all sites. Identified and standardized agency compliance reporting.

Frazier Industrial (Apr 2017 – May 2018) VP of Operations– Long Valley, NJ

Frazier Industrial is the industry leading steel manufacturer of storage facilities, automated and manual rack systems operating 9 facilities in Canada, the United States and Mexico with over 500 employees and total sales of $320.1M USD (FY17).

[Resigned position: Hired to replace retiring incumbent VP Operations. Incumbent realized could not retire. Volunteered to seek other employment]

Key Responsibilities and Accomplishments:

Full P&L responsibilities of organization profit centers across nine plants managing 15 direct and +350 indirect reports.

Provided operational leadership throughout organization through coaching, mentoring, and continuous training

Provided financial and PM oversite on all capital expenditures, including expansion of new production facility

Spearhead cost savings opportunities through application of LEAN, 6 Sigma, and automation opportunities

Collaborate extensively with CFO to identify immediate profit margin improvement goals by 20%.

Design and maintain production flow systems to achieve on time delivery from 50% to 100%.

Redesigned key automation equipment to improve safety, quality, throughput and OEE across multiple plants

Championed improvement efforts in metal fabrication, and product assembly

Matured Quality Management System to I.S.O. compliance reducing cost of poor quality by as much as 70% in FY17

Worked with HR group to increase employee recruiting and retention from 48% to (nearly) 100%

Defined, developed, and sustained core management, operations, and production level metrics (kpvs) within manufacturing

Worked with HR to initiate leadership and management training programs within corporation

Maturing Supply Chain ERP, & MRP systems to scale with growth of company and provide forecasting capabilities

Negotiated key contract and technical items between customers and company.

Formed company wide EH&S group focused on standardizing and sharing best practices in EH&S compliance

Led multi-site maintenance groups to document and improve OEE

Initiated company-wide Maintenance PRO® use, improving spare parts availability 30% and reduced spare parts inventory requirements ~60%

Technical expert on all NC/CNC and automation equipment

PROFESSIONAL EXPERIENCE (CONTINUED)

Technical review authority on all metal forming, joining, fabrication, coat & paint operations

Led development of several new Stamp/ Press/ Drill/ Weld automated stations using Allen Bradley components

Initiated Preventative Maintenance Programs across all sites increasing OEE 75% at key sites

Technical review expert on new plant design and build

Led Engineering on P&ID, Electrical, HVAC, Fire & Security layout for new facility

Initiated TPM, SMED, Poka-Yoke training program across all sites increasing OEE up to an additional 50% at key sites

Worked with S&R at Lamar Facility to improve inbound and outbound logistics capacity ~30% each (via Kaizen Event)

Led multiple Kaizen Events across several sites within company increasing quality, throughput, and safety across all plants

Introduced combination electronic and Visual Andon system providing escalation notification up to VP Ops if required

Esterline Defense Technologies (August 2015 – Nov 2016) Sr Director of Operations– East Camden, AR.

Esterline Defense Technologies is an I.S.O. 9001, 14000, 18001 global defense manufacturer of electronic warfare aircraft defense products including 4.2 pyrophoric, and up to class 1.1 explosive countermeasures with over 1,200 employees and total sales of $496.2M USD (FY15). [Resigned Position: Leadership was brought in to sell division. Position no longer secure after sale. Could no longer justify relocating family to AR from NJ]

Key Responsibilities and Accomplishments:

Full P&L responsibilities of organization profit centers managing 9 direct and +240 indirect reports

Provided on-site operational leadership throughout organization, directed capital expenditure efforts, identified cost savings.

Technical expert on all NC/CNC and automation equipment

Technical expert on all metal stamping, forming, casting, extrusion, cut, CNC, and assembly operations

Technical review expert on chemical processing (including blend, mix, leach), handling, and storage operations

Technical expert on all electronic assembly, design, packaging operations

Championed LEAN/ 6 Sigma initiatives throughout all division facilities.

Led turnaround activities that stabilized and increased monthly profit margins by up to 10%/mo.,

Drove strategic planning of long term financial improvement goals including expansion and M&A plans.

Designed and maintained production and supply chain flow to achieve on time delivery to 100%.

Implemented Pull throughout facility reducing W.I.P. an average of 70%,

Maintain active champion mentor, coach role of Porsche LEAN practices throughout facilities.

Led development and maintained organizational transformation centered on a LEAN, agile, matrix environment.

Responsible for the successful large scale commercial and defense market launch of over five new product lines within one fiscal year.

Demonstrated reduced time to markets by over 50% observed on two product lines by implementation of DFx, ToC, LEAN tools.

Represented company and maintained key regulatory compliance standards as well as key contract and technical items.

Redesigned Product Development program to be aligned to industry stage gate requirements, increase corporate product and BI by up to +70%, and increase new product reliability by nearly 90%.

Subject expert on operations, test, design, research & development methods and systems.

Successfully led multiple Kaizen events to stabilize and level loaded production lines throughout FY16.

Achieved 100% OTIF delivery of orders from 35% within Q1 FY16 and maintained percentage entire tenure thereafter.

Decreased indirect labor costs by 20% within first quarter. Reduction of indirect labor costs to nearly 35% total.

Realigned key Operations metrics (kpvs) across all levels of business to match corporate financial and business goals.

Led development of improved MIS improving yield by up to 40%, and product process operations traceability by +70%.

Implemented Visual/ Shop Floor Management to increase supervisory coverage throughout all lines

Utilizing Six Sigma and LEAN methods and tools, increased capacity nearly 200% while reducing total labor costs by as much 50%.

Served as technical expert on SMED and TPM, reducing equipment change over and downtime 90% and 30% in respectively.

Redesigned key automation equipment to improve safety, quality, throughput and OEE across multiple plants

Championed improvement efforts in Extrusion, casting, formulation, metal fabrication, electronic and device assembly

Developed Demand Planning system for organization

Increased functionality of MRP/ERP system to facilitate forecasting and planning activities. Led PFEP for all parts

Reduced Days to Manufacture for average part from 3 weeks to 5 days.

Involved in ALL new PHA, JHA, PSSR, PFMEA events

Through customer engagement, secured $12M additional annual revenue through improved production infrastructure

PROFESSIONAL EXPERIENCE (CONTINUED)

OA Sweet (January 2015 – April 2017) Consulting Chief Operating Officer– Audubon, NJ.

OA Sweet is a startup transitioning to series A offering with 13 employees and current annual revenue +$500K USD [Resigned position: Aggressively recruited by Esterline due to Chemring experience, then recruited by Frazier due to turnaround experience]

Key Responsibilities and Accomplishments:

Full P&L responsibilities of organization profit centers managing 3 direct and 10 indirect reports

Worked with contract manufacturers to improve injection mold design to improve yield by 25% and throughput by 10%

Lead development of company operating infrastructure

Created Product and Business Development roadmap and company strategic 1, 3, 5-year plans

Established Supply Chain, ERP, & MRP systems from sourcing to delivery to sustain growth of company

Represented company and maintains key regulatory compliance standards.

Negotiated key contract and technical items between suppliers, customers, and company.

Subject expert on operations, BI&D methods and systems Developed Sales and Marketing program

Worked with consulting CPAs to build Finance and Accounting infrastructure

Leveraged Google AdWORKS, FaceBook Analytics and available JD Stems web data-initiated market analysis program

Chemring Countermeasures USA/ Alloy Surfaces (November 2010 – January 2015) Director, Operations, Engineering – Aston, PA., Toone, TN.

Chemring Countermeasures USA is an I.S.O. 9001, 14000, 18001 global defense manufacturer of electronic warfare aircraft defense products including 4.2 pyrophoric, and class 1.2 explosive Infrared countermeasures with over 1,200 employees and revenues of $260M USD. [Resigned position: Left to help family member launch a startup]

Key Responsibilities and Accomplishments:

P&L Responsibility for operational areas managing 7 direct and 33 indirect reports across several states.

Led turnaround activities yielding in return to profitability of Toone TN facility.

Division technical expert on all NC/CNC and automation equipment

Division technical expert on all metal stamping, forming, casting, extrusion, cut, CNC, and assembly operations

Subject expert on operations, test, design, research & development methods and systems.

Division technical review expert on chemical processing (including blend, mix, leach), handling, and storage operations

Division technical expert on all electronic assembly, design, packaging operations

Championed LEAN/ 6 Sigma initiatives throughout all North America division facilities.

Redesigned key automation equipment to improve safety, quality, throughput and OEE across multiple plants

Championed improvement efforts in Extrusion, casting, formulation, metal fabrication, electronic and device assembly

Provided operational leadership, direct capital expenditure oversite management, identified cost savings opportunities and spearhead strategic capabilities expansion programs while directing corporate integration and M&A plans.

Represented company and maintained key regulatory compliance standards.

Negotiated key contract and technical items between customers and company.

Successfully integrated disparate operations across several states and two different quality systems to single QMS.

Integrated plant level Purchasing Systems to shared corporate material purchase program resulting in cost savings of over 25% of annual consumable material expenditures.

Reorganized key operations to increase capacity nearly 70%

Utilized Six Sigma and LEAN tools to identify and lead lean manufacturing improvement program targeted to increase the safety of company operators, satisfy and increase regulatory compliance, and reduce operating waste and overhead by 30-40% respectively.

Managed two R.I.F. activities resulting in 30% elimination of overhead rates while maintaining 80% capability.

Drafted, initiated, and managed the HR Performance Management System Pilot Program within Quality Inspection and Test, which increased employee engagement and efficiency by 20% while reducing employee turnover by 40%.

Championed redesign of product development program aligned with industry stage gate requirements using agile, SCRUM, LEAN, 6Sigma product development tools.

Established and taught TPM and SMED across facilities increasing OEE to an average of 90% from an average of 65%

PROFESSIONAL EXPERIENCE (CONTINUED)

ALLOY SURFACES INC.– Aston, PA (August 2004- November 2010) Director, Operations, Engineering, Test– Aston, PA.

Pennsylvania manufacturing facility for Chemring Countermeasures USA. At peak, the site manufactures over 120 million USD via multiple product offerings across two facilities employing over 580 employees. [Position Scope Change: Promoted to division level role within Chemring Countermeasures]

Key Responsibilities and Accountabilities:

Held full strategic planning and P&L management responsibility for the test operations managing 4 direct and 30 indirect reports.

Executive technical and operations consultant.

Technical expert on all NC/CNC and automation equipment

Technical expert on all metal stamping, forming, casting, extrusion, cut, CNC, and assembly operations

Technical review expert on chemical processing (including blend, mix, leach), handling, and storage operations

Technical expert on all electronic assembly, design, packaging operations

Re-engineered key back end operations to produce an astounding 1500% increase in capacity while maintaining a 20% increase in resource requirements This resulted in the removal of a 12-month late delivery backlog for customer deliverables.

Re designed key operations to become I.S.O. 9001, 14001, 18000 certified. To date, all managed groups have received superior remarks and zero (0) findings for past 10 years.

Reorganized company operations to maintain B.A.T.F., D.C.M.A. compliance with zero findings for 10 years.

Utilizing agile, SCRUM, LEAN, 6Sigma product development tools, designed stage-gate product development structure that employs team development from concept to launch reducing time to market times by over 50%

Led development of new T&ME for mission critical approved test systems

Implemented equipment life cycle management program for all M&TE resulting in the reliability improvement of 90% for all test and quality inspection processes.

Developed ERP/MRP systems for test and quality inspection groups reduced lead times 30% and level loaded test lines.

Provided leadership, coach, mentor, training for the development of lean, six sigma programs across organization reducing wastes by 30% and improving quality systems key metrics by 60-70%

Initiated and led development of software and systems development program i.a.w. ISO 12207 and ISO 15288

Established and taught TPM and SMED across facility increasing uptime to 85% and decreasing changeover time by 90%

PRIDE MOBILITY, INC. (June 2003 – August 2004) Director Advanced R&D and Test Engineering – Exeter, PA, USA

FDA regulated global manufacturer of medical mobility devices with over 1,200 employees worldwide and revenues between 32 to 65 Million USD annually [Resigned position: Aggressively recruited by Alloy Surfaces/ Chemring Countermeasures due to DoD experience]

Key Responsibilities and Accomplishments:

Held full strategic planning and P&L management responsibility for the advanced research and test operations of the $52 million (FY-03) international medical device company utilizing GMP.

Responsible for all product 510k activities across all product lines.

Reported to the Corporate VP of Research and Development, Managed 7 direct and 120 indirect reports.

Technical expert during litigated root-cause investigations.

Utilizing Six-Sigma, DFX, ToC, stage-gate and other development strategies, redefined research and development infrastructure to yield a 40% time-to-market decrease.

Developed infrastructure to facilitate product development i.a.w. Title 21 Part 820 CFR.

Designed standardized methods to embed development of 510 k in to development process.

Developed electronic change management and document control system to be compliant with Title 21 Part 11 CFR

EDUCATION, TRAINING AND CERTIFICATIONS

Bachelor’s Degree in Electrical & Computer Engineering - Drexel University

Masters of Business Administration (MBA) – Villanova University (in-progress)

Six Sigma Black Belt - Villanova University

B.A.T.F. - Registered Responsible Person Alloy Surfaces/ Chemring Countermeasures

U.S. DoD Security Clearance – Expired Top Secret (TSI)

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