Sales Manager

Thomas B. Wilson

503-***-**** (Home) • 503-***-**** (Cell) • *********@*****.***

BUSINESS and OPERATIONS EXECUTIVE

Dynamic, forward-thinking leader promoting a diverse background that includes direction of complex manufacturing

operations with a focus on boosting efficiency, building strong and cohesive teams, and driving new business and revenue

opportunities. Reputable for the ability to assess organizational needs and develop solutions to both fill gaps and advance

short and long term goals. Strong technical and product expertise, utilized to maximize quality and expand offerings,

combined with the communication skills that ensure customer confidence and support overall operational health and

success.

AREAS OF EXPERTISE

Operations Management * Change Management * Staff Training & Development * Customer Service * Project Management

Process Improvement * Quality Assurance * Cost Management * Product Development * Strategy Development & Execution

Business Development * Commercial (OEM) Sales * Startup Operations * Client Management * Organizational Development

PROFESSIONAL EXPERIENCE

OrienOne Consulting and Business Advising - Portland, Oregon 2007 - Present

Provider of support and solutions to small and mid-sized businesses and institutions.

CONSULTANT

Develop and implement strategies to meet the needs and goals of a variety of clients. Guide executive teams through

change management efforts and deliver expertise on managing customer issues, eliminating process deficiencies, and

building organizational health and stability.

* Delivered a detailed review and set of business improvement recommendations to Jackson Safety that included

reorganization of the reporting structure as well as implementation of metrics and changes to management style.

* Developed and implemented an improved business model for BKE Heavy Hauling in response to the growing need

for the service requirements of the Canadian Oil Industry. Established a transition plan for transfer of the business

operations to the next generation owners.

* Created and implemented business metrics and a growth model for Premium Auto Parts in the used automotive

parts market concentrating on maximizing profits and establishing a sound and proactive ongoing business.

* Generated an 8% increase in process yields for Kimble through delivery of operational changes and control

strategies. Mentored staff, recommended organizational changes, and developed a strategic business approach for

increased sales.

* Developed and implemented a restructuring plan reducing operating costs by over 15%, increasing sales by 20%,

and achieving a 10% Operating Income for Palomar E-Z Cable in response to new competition in a stagnant market.

* Supported the business development and strategy implementation of Notus Career Management including the

associated affiliations with regard to providing outstanding service and support to new and existing clients.

The Quikrete Companies - Portland, Oregon & Seattle, Washington 2008-2010

U.S. manufacturer of packaged concrete.

OPERATIONS MANAGER

Spearheaded the operations of 2 plants (Portland, Oregon and Seattle, Washington) with a focus on driving revenue,

developing stronger staff capabilities, and capitalizing on opportunities for business growth and expansion. Reviewed

previous day's activities to evaluate issues and opportunities for improvement, and monitored daily plans to ensure

fulfillment of shipping and order expectations. Optimized productivity by proactively addressing and responding to current

issues.

* Generated a 200% boost to net income in just 1 year through the strategic restructuring of the Seattle plant, which

included staff development and culture changes, targeted capital investment, renewed emphasis on

safety/housekeeping, and evaluation of methods to mitigate risks.

* Directed a very efficient startup (15%+ net income after 6 months) of the new Portland facility that took on 50% of

the Seattle business.

* Optimized both delivery results and logistics and improved sales margins through proactive hiring and development

of strong employees at both plants who were capable of managing day-to-day business functions.

TMT Pathway Inc. - Salem, Oregon 2005-2006

Designer/manufacturer of heavy equipment used to "mark/strip" roads by private contractors and government agencies.

GENERAL MANAGER

Directed efforts to revitalize company operations in 3 areas: new construction, spare parts, and existing equipment

refurbishments and upgrades.

* Reduced construction and assembly time by 10% in less than 6 months through staff development, customer input,

and sales restructuring resulting in a 15% improvement in EBITDA.

* Slashed warranty costs by more than 50% in under a year.

* Optimized the organizational structure in support of the strategic business objectives.

* Minimized potential job loss following restructuring of the parent company by positioning TMT for sale.

Northstar Glassworks - Portland, Oregon 2001-2005

Manufacturer of clear and colored borosilicate glass.

PRESIDENT

Piloted company operations providing executive oversight of all activities to ensure quality of products, maximize resources,

and drive business development and growth. Led efforts to restructure sales strategy, emphasizing wholesale vs. direct, and

improve marketing and customer interactions. Developed new product uses, advanced product development, and

implemented key operational efficiencies. Drove productivity through the building and training of a strong and energetic

workforce.

* Eliminated COE incompatibility issues for manufactured glass through development of a new, clear composition for

chrome-based colors.

* Lowered the revenue breakeven point by 20% through implementation of strategic measures that reduced costs

while significantly improving quality.

* Boosted consistency and efficiency by streamlining all stages of the production process (batching, charging, melting,

and forming).

* Slashed raw materials costs 200% for the various colors by utilizing extensive technical background to identify more

economic raw materials.

* Raised company's competitiveness and appeal to customers by developing/bringing to market 20 new and distinct

colors.

Schott Scientific Glass, Inc. - Parkersburg, West Virginia 1994-2001

Manufacturer of glass receptacles and tools used in laboratory, industrial, and pharmaceutical settings; subsidiary of Schott

Glass, a multinational, technology-based group of glass manufacturers and developers.

DIRECTOR OF OPERATIONS

Controlled daily activities of teams across engineering, maintenance, QA, shipping/warehousing, and sales (U.S. and

international). Established and ensured adherence to Standard Operating Procedures and led technology upgrades to

optimize capabilities. Drove internal commitment to impeccable customer relations and service, with a focus on sales and

business development efforts. Administered budgets and led ongoing strategies to boost quality and productivity.

* Cut operational costs by $200K/year by driving construction of a new warehouse and distribution building which

eliminated the need for offsite product storage.

* Gained $6mm in new business through fast market reaction and process innovation; developed cost structures,

product specifications, and worked with the different customers on pricing and supply agreements.

* Rose from hiring position as Manager of Tubing Operations - served as champion of ISO 9002 certification efforts

and led the team that implemented a $2.5M business software system.

CAREER NOTE: Previous history includes progressive roles with Corning - rose from hiring position as Shift Supervisor

through several promotions, ending as Manager of Melting and Tube Forming.

EDUCATION

Graduate Studies in Finance, Labor Law & Accounting - Virginia Tech, Blacksburg, Virginia

Bachelor of Science in Chemical Engineering - Virginia Tech, Blacksburg, Virginia

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