JAMES F. PIPERATO

***** *** **** **** ********, FL, 32776

Home 407-***-**** · Cell 407-***-**** · adufbc@r.postjobfree.com

Award-winning Senior Operations Executive with an MBA, Six Sigma Black Belt and 30 years of extensive experience ensuring process excellence in the international metals, paint, metal fabrication, manufacturing, transportation, construction and automotive industries. Strong leader skilled in operational and market analysis, multi-tiered communications and staff development. Shrewd supply chain strategist with a record of superior job ratings for optimizing performance. Consistently rejuvenated unprofitable projects and businesses and established international and nation-wide revenue-generating manufacturing, product offerings, and business networks.

Commercial Planning & Strategy Development · Financial Management · Lean Manufacturing · Six Sigma · Operational & Project Leadership · Training · Team Building · Systems Optimization · Communication Expertise · Procedural Analysis · Attention to Detail · Strategic Planning · Continuous Process Improvement · Contract Negotiations · Sales Forecasting · Quality Control · Regulatory Affairs

PROFESSIONAL EXPERIENCE

Benada Aluminum Extrusions Inc. Sanford Florida 11/2015 – Present

President & CEO

$100 million manufacturer of extruded painted aluminum products. Full responsibility for all aspects of a 250 employee operation in a desperate turnaround situation. Company was designated for liquidation when I arrived. Grew sales through a new strategy from $20/mm to $100MM in eight years through market growth with minimal capital investment and no acquisitions.

Company that endured three bankruptcies from 2005 to mid-2015. I was injected IN November 2015 as the last hope and quickly reshaped the management team which has been continuously upgraded to current status. Developed, presented and deployed a strategy that the hourly team rallied around to gain operational momentum.

In our first full calendar year EBITDA was positive for the first time in many years. EBITDA has grown every year since.

Extremely hands on style of management from finance, purchasing, sales strategy, pricing, and operations.

Created KPI’s to drive success daily, monthly, annually

Implemented Managing for Daily Improvement (MDI) to engage all area daily

Implemented shift handoff meetings to ensure each work-center and shift gets off to a successful start and leaves next shift set up for success.

Renegotiated every major supply agreement to save millions per year to include metal agreements, paint, and utilities.

Guided business through asset sale and due diligence in all areas.

Reduced OSHA recordable injures from 46 to 2 in year 1.

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Oldcastle Building Envelope, Inc. Dallas, Texas 2013 – 11/2015

$750MM manufacturer of curtain wall and skylight units including extrusion, fabrication, finishing, assembly, glazing, and installation of units.

Vice President of Operations – Responsible for results of four business units in three locations with 650 employees in Texas and Tennessee. P&L responsibility of +$120M for metal processing with additional operational responsibility for multiple fabrication business units.

Changed culture from reactive, static, restricted environment to proactive, change driven, team focused.

Built strong, confident, mentoring management team to ensure continued growth, progress, and bench strength building through empowerment, mentoring, and training.

Created productive and proactive environment for multiple facilities to work collaboratively together for first time in over five years.

Created new markets and product focus to consume underutilized capacities on high capital intensive assets to drive revenue growth by $20M in year one.

Negotiated reduced material costs through introduction and vetting of new suppliers to include consignment inventories from domestic and foreign suppliers.

Reduced product lead times from eight weeks to two weeks through LEAN initiatives and MDI introduction.

Improved cash flow through inventory reductions and improved supplier agreements.

Business Units generated profit for first time in five years that were previously a +$2.0M loss per year.

Reduced rework and scrap from +20% to less than 5%.

Improved productivity by double digit percentage in every department.

Reflek, Inc. Lithia Springs, Georgia · 2011 – 2013

$14MM metal light reflector manufacturing operation including metal spinning, buffing, 5 axis router, punching, anodize, trim, and paint operations.

Vice President of Operations

Reduced scrap generation from 14.1% to consistently less than 3% and still declining.

Increased on time delivery form mid 80% to over 98%.

Through LEAN initiatives, increased productivity in the paint area from an average of 500 pieces per shift to over 1,400 pieces per shift (280%).

Negotiated reduced rates for workers compensation and property insurance.

Relocated most of the Fall River facility into the Lithia Springs facility to reduce operational and administrative cost, leads time and increase customer service.

Implemented Hoshin Kanri planning to greatly reduce organizational fragmentation and create goal driven focus throughout the team.

Revised shop floor layout (cellular) to improve flow, reduce scrap, metal handling and increase productivity.

Transferred all SG&A activities to Lithia Springs to reduce overall corporate headcount expense.

Conducted audits and classes to create improved EH&S status.

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Innovative Metals Inc. (IMETCO), Tucker, Georgia · 2008 - 2011

$28MM operation producing metal (steel, aluminum, copper & zinc) roof and wall panel systems for commercial buildings. In addition, fabricated metal coping and fascia systems.

Vice President & GM Tucker, Georgia Facilities

Boosted profits by 400% in first year of service through market growth, cost cutting, improved procurement as well as correction of billing process.

Increased Complete & On Time delivery from 81% to 99.8% in a job shop environment through tolling agreements with suppliers, refined operations scheduling, and improved operations flow.

Improved sales volumes 23% through increased product offerings combined with shorter lead times without increasing carrying costs.

Improved the team’s capabilities through training and talent upgrades to “A” players.

Created and regularly communicated strategy and vision for team to drive towards.

Implemented Hoshin Kanri planning and goal setting for all salary employees.

Through team involvement, created and implemented over 250 policies and procedures to solidify operations, promote repeatability, and create a foundation for accountability.

Increased sample Complete & On Time delivery from 61% to 100%.

Improved factory throughput 325% by revising handling, employee value added labor, equipment revitalization, flow, safety, and best practice implementation.

Improved customer service responsibilities to eliminate lost, missed, or unreturned calls.

Implemented critical analytical tools to identify process capabilities and weaknesses.

Reduced severely overdue receivables by 57% in 6 months.

Reduced inventory by 29% through negotiated tolling arrangements for raw material, paint, and packing supplies.

INDALEX ALUMINUM SOLUTIONS, INC., Gainesville, Georgia · 2002 - 2008

$1.2B international aluminum and paint fabricator for the transportation, construction, and automotive industries. P&L responsibility for $700M in revenues encompassing five facilities.

Vice President / GM of Operations - Building and Construction Group (2007-2008)

Leader of five ISO certified operations located throughout the Eastern US and Canada

(Montreal QC, Mississauga ON, Niles OH, Girard OH, Gainesville GA) responsible for 2,000 employees, an off-loading team in Asia, and $700M in annual revenue. Responsible for

Adherence to environmental, health and safety programs, capacity optimization, commercial success and growth, production requirements and customer relationships.

Achieved status of placing among the top 3 out of 18 plants every year by increasing earnings that exceeded budgets for 6 years straight.

Utilized Six Sigma problem solving projects, key performance indicators (KPI's), and action plans to create increased productivity and cost savings.

Boosted total annual profit by $8.4M in 180 days while slashing overdue orders by 865K pounds.

Ensured 30% more projects were on time and completed.

Increased material utilization by 16.4% through scrap elimination and planning.

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Decreased internal scrap by 6.4% while reducing equipment downtime by 8.2% and returns by 1.8%.

Increased pounds produced per employee by 38.8 pounds per hour or 52.1%.

Shrunk customer lead time, from 3 weeks to 5 days, and reduced inventory by 27% in company and at customer.

Grew international business importing from China while increasing profit and productivity domestically.

Implemented a communications, "cost alert", and kanbans inventory system increasing turns and cash flow.

Managed $7M Capital Powder Paint line installation and $20M overall capital budget for the Eastern Division.

Won accolades during entire tenure for most improved operation 3 times, most improved in safety (OSHA compliant) 2 times, and most improved customer service 2 times.

Most importantly, developed solid teams at every location to sustain growth and performance.

Director / GM of Operations Gainesville, Girard, Niles, Montreal, Mississauga Operations (2005-2006)

Directed activity of 13 presses and 6 paint lines (4 liquid and 2 powder), 1,500 hourly and 100 salary employees. Total annual sales and revenue of 200M pounds and 500M.

Increased productivity in 9 months by 29% by reducing internal scrap and returns by half.

Achieved 0 lost time incidents in over 1M hours for first time

Consistently decreased OSHA injuries and severity rate, and saved over $950k in workers compensation costs.

Reduced product touches by 66% and eliminated 75 of 92 individuals in non-value added roles as part of a $4M investment in overall plant flow improvement.

Grew profitability year over year by 300% by turning around plant production processes.

General Manager Girard and Niles Extrusion Operations (2002-2005)

Lead 2 operations encompassing 5 presses, 2 paint lines that account for 59M pounds, and $80M in annual sales and revenues. Managed 350 hourly and 50 salary employees, full P&L, sales, and operational budgets.

Reduced OSHA injuries from 64 to 8 and increased hours without a lost time injury record of over 1.2M.

Increased complete and on time delivery +67% resulting in higher customer survey results every year.

Increased ROCE from 26% to 46% in 18 months and reduced employee cost as a percentage of margins by 11.8%.

Boosted annual plant profit by 92% or $4M from 2002 to 2004 by reducing scrap 1.3% or 50% of historical.

Revised product flow to reduce product touches from an average of 22 times to 4 times.

Director of Operations & Planning - 17 Plant Locations (2002)

Responsible for market and operations cohesiveness while maintaining optimized productivity and cost relationship.

Created and implemented system that encompassed 17 operations and 35K unique active products to optimize production and enabled operational flexibility, greater customer service, and shorter lead times than competition.

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Decreased the error rate on orders transferred by over 90% through standardizing operations process.

Instituted a pre-sales team for business review and operations placement by analyzing operational capabilities, seasonal volumes, manufacturing cost, and logistics.

ALCOA ENGINEERED PRODUCTS, Cressona, Pennsylvania · 1999-2002

$700M division of a $24B global, multi-plant manufacturer of aluminum extruded products for the transportation, industrial and commercial building and construction industries.

Manager, Finance Planning and Analysis (2001-2002)

Responsible for financial reporting across 2 divisions and multiple legal entities while guiding 5 direct reports and 11 plant controllers.

Implemented control adequacy, directed annual, quarterly and monthly planning, forecasting and closing reducing cycle times 66%.

Identified over $2M in lost earnings in one year due to a lack of customer commitment to signed contracts.

Increased timeliness and reduced market exposure on contracted metal units by revising the Firm Metal (metal hedging) reporting and tracking process.

Manager, Operations, Planning, and Analysis - 9 Plant Locations (1999-2000)

Directed staff for the optimization of operations in a multi-plant environment utilizing logistical techniques (i.e., JIT, lean manufacturing principles, Toyota Production Concepts) to optimize company assets and profitability. Developed programs in conjunction with Sales, Marketing and Operations to implement safety, and Alcoa Production System initiatives.

Ensured 75% of total volume on a stable 2-week lead-time and 99% delivery performance by implementing a customer reserve system for order processing, smoothing order trends, and reducing idle labor capacity.

Created and implemented the Depot Enhancement program resulting in cost savings, increased market share, environmental friendliness, and stronger customer loyalty through unique services.

J & G FOODS, INC., Sutton, Massachusetts · 1998-1999

Operations Manager/CFO of a 70 employee, $14M international non-union company

ALCOA ENGINEERED PRODUCTS, Cressona, Pennsylvania · 1994-1998

$700M division of a $24B global, multi-plant manufacturer of aluminum extruded products for the transportation, industrial and commercial building and construction industries.

Controller / General Manager Hernando MS Operation (1994-1998)

Managed Operations, Purchasing, IT, Accounting, and Production Control Departments of $500M subsidiary. Prepared annual corporate plan to include capital, production and financial

data encompassing monthly and quarterly indices. Revitalized profitability of a historic $400M monthly net income loss.

THE GENERAL CRUSHED STONE COMPANY (Hanson PLC) Easton, Pa · 1993-1994

Operations/Financial Analyst

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CHRYSLER FIRST INC., Allentown, Pennsylvania · 1988-1993

Accountant, Senior Accountant and Audit positions

EDUCATION / TRAINING

Black Belt Certification Lean Six Sigma

Villanova University, Philadelphia, Pennsylvania

Masters of Business Administration (3.6 GPA) - 1994

Moravian College, Bethlehem Pennsylvania

Bachelors of Science in Accounting (3.4 GPA) - 1989

Moravian College, Bethlehem Pennsylvania

Harvard Business Simulation & Alcoa Production Systems

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