Global Operations Leader and Strategy Executive

KEVIN SHEEHAN

416-***-**** • **********@*****.*** • linkedin.com/in/kevin-sheehan-1b376b203/

EXECUTIVE OPERATIONS LEADER

VP OPERATIONS • GLOBAL DIRECTOR OPERATIONAL IMPROVEMENT • GENERAL MANAGEMENT

Accomplished and strategic Global Operations Leader with responsibilities for P&L, Balance Sheet, Capex, Operational systems and process development, and global supply chain management. Proven ability in Scaling-up and streamlining operations and operating systems through alignment of People and Strategy to ensure flawless Execution. Leadership through effective communication of Objectives and engagement of a critical stakeholders for effective accountability and follow up (metrics and dashboards) driving bottom line Cash. Years of results-oriented experience in V.P, General Management, and a Global Directorship of Operational Improvements roles within a leading-edge company.

Tactical and Strategic Strengths:

Development and deployment of strategic plans with leadership focus on execution and results:

oFocus on People, Strategy, Execution – key stakeholders, constraints awareness and efficetvie aligment and communications to deliver bottom-line results.

oBuilding and Scaling organizations for growth while improving operating costs, margins.

Critical thinking focused on People, Strategy, Execution and Cash (applicable across all industries)

oActively engaged in organizational structure and systems driving process efficiencies throughout the entire organization.

o Talent development/ attraction & retention, drive business plan communication/results to all levels, focus leadership on safety first culture, operational costs mgmt. and driving bottom line profits.

Objective and Key Results Based Management Focus – ‘Measure What Matters’ – align strategy/business plans cascaded to all levels of organization.

oDeveloped robust maintenance and quality systems to drive culture build it right the first time (KPI’s focused on Autonomous, Preventative and Productive Maintenance -schedules, SOP’s, auditing results and effectiveness for uptime, MTTF and MTBF analysis (meat time to failure and mean time between failures).

oRobust spare parts management systems to ensure right things in right place all the time as well as managing min/max for cost control

Drive Lean Deployment Culture – awareness of current state and eliminate waste continuously:

oAchieved 2-3 Kaizen/ CI implemented ideas per employee, four large scale Kaizens per year implemented. Including organization structure and front office effectiveness projects.

oProcess bottleneck ID/ one piece flow workshops, job element/time studies - balance processes (15% improvement in throughput)

oMaterial flow / internal logistics process development – drive to zero parts outage, all parts on time all the time (30% uptime improvements)

Project Management Consulting Services June 2025 – Present

Currently engaged in two GC/ Project Management projects building new garages for clients

oRetained by clients to design, quote contractors and material.

oDeveloped excel files to manage expectations and budget.

oBoth projects are active currently

Actively with Crossover Solutions for potential opportunities

Pursuing manufacturing opportunities where I can add value and provide ROI.

General Contractor / Project Management July 2024 – May 2025

Professional Sabbatical from Manufacturing Operations leadership to build new house.

oLong term plans to consolidate vacation and residential properties into one (+25% savings)

Established detailed plans to source sub-contractors for every aspect of building.

oUtilized spreadsheets and three quote process to establish cost effective solutions.

Ensured streamlined communications with detailed plans and sourced material on time for every process.

Lead construction phases (hands on 7 days a week) and obtained occupancy within 7 months from first shovels in ground – on budget.

PROFESSIONAL EXPERIENCE

ArcelorMittal Tailored Blanks (AMTB) 2021 – July 2024

Vice President of Operations AMTB and JV Delaco-AMTB – (12 weeks Consultancy initially)

Drive safety first culture of interdependency, facility audits, hazard identification, training, and awareness.

Responsible for all aspects of Operations and P&L within North America (4 AMTB / 2 JV)

Led team to launch $30M USD in new equipment to support customer launches on time and on budget.

Expanded Mexican operations doubling in size from 150k sqft to 300k sqft in 8 months to support new business award.

Support systemic improvements of operations with responsibility for eight senior level Directors (Operations, Materials, WCM / CI, Quality, Training, Maintenance Corporate Senior Leaders)

Developed a WCM (World Class Mfg system) launched in fall 2021 for operational excellence.

Established SWAT leadership team and led operational turnaround of an underperforming plant (Detroit)

oInstitutionalized effective KPI’s and daily review process to drive focus and results.

oLed team of ten managers and 160 employees as Acting Director of Ops during on-boarding of entirely new plant leadership team.

oImplementing lean manufacturing principles and advanced process improvements

oCut operational cost - overtime 21%, improved On-time delivery by 33%, Scrap reduction of 25%.

1-2% EBIT to 5%

Accountable for full P&L, Balance Sheet, and Business Planning functions

MAGNA INTERNATIONAL 1993 – 2020

Global Director of Operational Development / Sustainability 2019 – 2020

Mechatronics / Mirrors / Lighting Group

Challenged General Managers on plant KPI’s performance and development of their leaders.

Focused Management team on deploying Lean Manufacturing concepts and supported the training of their teams to improve processes and eliminate waste.

Established a systematic sustainability evaluation and rating system for 35 divisions.

oImplemented 5 LED lighting projects $40k-$50k cost savings per plant (utilizing grants), Waste Recycling implemented 100%, air leak elimination, steel sorting / recycling 100%, Cardboard and wood recycling 100% etc.

Conducted sustainability performance and project status reviews with divisional leadership.

Developed and reported out monthly and quarterly to SVPs and President on divisional performance of top priorities of all divisions in support of General Managers.

oEnvironmental / Carbon Neutrality audit - KWH per sales $’s, Compressed air leakage reduction, 3R’s action plan, product development lifecycle (carbon footprint reduction and recyclability, government / custom compliance),

General Manager, Mechatronics, 2012 – 2018

General Manager of multiple divisions within Mechatronics group of Magna International from safety component manufacturing (latches and handles), metal stampings, welding, molding, and hinge assembly as well as wire forming.

Responsible for Capital Planning, deployment of new equipment and new facilities and or upgrades

oDeployed >$200m USD in Capex

Selected to join Acquisition Senior Leadership team to acquire competitor.

oLed operational assessments, onboarding post-acquisition.

oTransitioned into General Manager of new division.

oOverhead reduction (18% salaried staff, 4 Executive leaders)

oLed US division shutdown / insourcing into Canadian operation within 4 months.

Eliminated 56 employees, 12 salaried staff in US.

Challenged management team on materials process flow to increase overall efficiencies.

oCompletely revised plant layout to standardize of low-density high cube closest to warehouse and high-density low cube furthest away (25% WIP reduction, 100% on-time parts delivery, 7-10% uptime)

Establish Lean Manufacturing processes with KPI’s and improved thinking of management team – Identifying the 8 types of waste (12-15% Defect reduction, 1 piece flow 75% implemented, 10% headcount elimination of non-standard labour)

Business development driving sales from $40 M USD to $120 M USD in 3 business cycles

Assistant General Manager, 1998 – 2011

Operational senior leadership with accountability for all aspects of manufacturing and department managers, $400M sales, 900 employees, and nine direct reports.

Led shutdown of plant 2 operations during 2008-2010 downturn (eliminated leadership team of 10 and 25% of employees, launched new warehouse layout and pull system on 30 min replenish schedule)

Director of Operations, Mechatronics, 1996 – 1997

Operations Manager, Mechatronics, 1995 – 1996

Production Manager, Mechatronics, 1994 – 1994

Production Supervisor, Mechatronics, 1993 – 1994

FORD MOTOR COMPANY 1992 – 1993

Production Supervisor, Oakville Assembly Plant (unionized)

TRW AUTOMOTIVE 1989 – 1992

Production Supervisor, TRW Automotive (unionized)

EDUCATION

BROCK UNIVERSITY, St. Catharines, Ontario

BA – Concentration in Business Administration and Economics

OTHER QUALIFICATIONS

Successfully completed Magna s General Management leadership development program

Actively pursue personal and professional development, continuous learning mindset

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