Senior Engineering Projects and Sales Leader

Rick Blanzy

***** ********* ***, *********, ** **195

H: 269-***-**** C: 269-***-****

*****@*********.***

SENIOR MANAGER – ENGINEERING PROJECTS / PROCESS IMPROVEMENTS /SALES / PRODUCTIVITY

A high-impact project manager and sire service (sales) manager with a strong record of achievements in highly competitive industries -- building and managing exceptional engineering teams in a variety of manufacturing environments. Successful background of making rapid turnarounds and continuous improvements in operational performance, quality, production processes, continuation project sales and customer satisfaction. A forward-thinking manager with a strong record of strategic growth, staff development, change management, implementing leading-edge technology, and delivering excellent results on time and under budget -- exceeding customers’ requirements and expectations.

Extensive professional skills & experience, including:

Managing Complex Engineering Projects

Hiring Computer, Mechanical & Electrical Engineers

Organizing & Coordinating PLC & PC-Based Production Control System Projects

Managing & Improving Key Account Relationships

Maximizing Efficiency & Productivity

Ensuring Compliance with GMP Requirements

Generating New Business with Major Customers

Obtaining ISO9000 Quality Certifications

Controlling Costs & Boosting Profits

Professional Background

Owner/tester Blanzy Driver Testing Dearborn, Mi 2014-2024

Project Manager Retrotech Inc (Material Handling) Crest Hill, Il 2013-2014

Remote Contract project manager for material handling, conveyor, crane and storage projects for a company based in Rochester NY.

Blazer Marketing and Media Group Crest Hill, IL 2009-Present

Owner and operator of website design, sales and marketing.

Senior Manager Clarke Engineering Services (packaging & filling equipment) Kalamazoo, MI 2007 – 2009

Took over and coordinated a satellite office, bringing order to a disorganized location with confused employees. The management actions I took received high praise from clients and employees, resulting in additional billable project work for my engineering teams.

Implemented new project control guidelines. Taught employees and clients how to use these new guidelines, showing them the benefits of the schedule, budget and scope when followed.

Formulated plans to improve employee morale. Introduced weekly employee one-on-one meetings to discuss and help them resolve client issues and company issues. Gave them a chance to vent and be heard. These efforts produced better morale and less turnover.

Built a cohesive working unit with the desire to help each other with technical or commercial issues. This directly resulted in effective standard approaches to clients’ problems and solutions.

Implemented a flexible summer hour’s program for employees. The result was better morale, higher productivity and shorter schedules.

Helped overcome a negative client’s perception of disorganized business practices. Implemented cost and schedule reporting standards. Customer satisfaction improved dramatically with a few simple business practices.

Project Manager CQS Innovation, Inc. (control systems/equipment/engineering) Benton Harbor, MI 1988 – 2007

Built a pipeline of 5 major accounts over a 3-year period, resulting in a shorter proposal process with little or no competition. Sales volume grew from $100 thousand to $4 million that was maintained for 10 years.

Coordinated and managed the Site Service group of 25 engineers for 10 years. Expanded the client base from one to five over a 3-year period.

Administered the hiring, training and de-hiring of full-time employees and contract staff for the expanding Site Service group. Customer satisfaction with our services improved significantly.

Mentored young engineers and project managers with a collaborative style -- teaching them how to deal with clients, company management issues, project stress and project changes. Provided clients with a standard approach to problem resolution.

Directed and mentored engineering groups to step up and make the correct technical decisions and then stand behind them. Result was improved customer satisfaction, better adherence to schedules and faster identification of scope changes.

Managed some of the most profitable projects in company history. Customer satisfaction was the key to my successful executions.

Senior Project Manager Portec AGV Division (automated guided vehicle systems) Lisle, IL 1986 – 1988

Coordinated and managed multiple projects and teams, making sure details for all projects were addressed and identified. Projects ran smoother with less waste and duplication of effort.

Demonstrated extensive commercial project management knowledge. Was awarded the largest project in company history (a $10 million Army hospital project) after less than 10 months of employment.

Project Manager Hartman ASRS Inc (automated storage/retrieval systems) Victor, NY 1984 – 1986

As a management team member, built a successful retrofit division for Hartman. Assisted in turning a perennial profit losing endeavor into the company’s most profitable business, averaging 15-25% margins.

Coordinated engineering, manufacturing, testing, schedule and budgets for multiple retrofit projects. Allow clients to maintain almost 100% manufacturing capacity during the life of most projects.

Promoted from Project Administrator to full Project Manager in less than 4 months, helping to take the burden off stressed PM staff. This resulted in better client management and shorter project schedules.

Received high praise from many customers when traveling to site installations to better serve the needs of the project and customer needs. Implemented on-site changes to keep projects on schedule.

Education & Training

Bachelor of Science – Business Administration, Mercy College, Detroit, MI, 1984.

Additional training in leadership & supervisory skills, project management, workplace diversity, safety/OSHA,

Good Manufacturing Practices (GMP’s), ISO Quality Standards, MS Project and Client Standards

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