Manager

ANTHONY PAGANO

PO Box *** Mayfield, NY ***** 518-***-**** (h) 518-***-**** (c) *********@*****.***

http://webprofile.info/apagano/

SR. OPERATIONS EXECUTIVE

A highly successful operations executive with proven experience driving operational excellence and high levels of performance across the organization Challenge the status quo by continually assessing operations and identifying areas where changes can lead to significant improvement. Continually engage the customer in order to identify opportunities and improve product / service value and maximize profitability utilizing Lean methodologies.

CORE COMPETENCIES

• Team Development / Leadership • Multi-Site / Functional Leadership • Market Definition / Penetration

• Optimizing Customer Experience • Performance Improvement / Metrics • Resource Identification / Allocation

• Strategic Planning & Execution • Supplier Analysis / Negotiations • Integrating Technology / Business

PROFESSIONAL EXPERIENCE

SAINT-GOBAIN - Hoosick Falls, NY 2008 - 2011

Regional Customer Service Manager

A multi-billion dollar company supplying manufactured goods for the automotive, medical, habitat and aerospace markets

Held responsibility for 16 direct reports located in three geographical areas. Provided ongoing customer support and order management, tracking customer sales activities, products and errors to improve both customer service and sales performance

• 33% reduction to labor costs achieved by developing and implementing a consolidation program to improve operations efficiency.

• Improved entry rates 50% as a result of implementing key training processes and succession planning and developing a position backup plan.

• 67% improvement to customer response time achieved through better resource allocation and utilization across multiple business units.

• Dramatically improved customer support levels for a $68 million business by redesigning the account distribution model by CSR and product line.

• Cut ticket-processing time 81% by designing and implementing Saleslogics for ticket processing and customer management.

• Successfully integrated 100% of standard stock product inventory into an automated parts number system by analyzing standard vs. nonstandard custom inventory elements.

• Redirected the key focus for the company, moving from a product to service concentration by providing key leadership in the development and execution of domestic and international service initiatives.

• 50% reduction to time from order receipt to entry achieved by collaborating with customers on the implementation of enhanced order review and correction processes.

LATHAM INTERNATIONAL - Latham, NY 1994 - 2008

Director of Design & Corporate Support Services (2005 - 2008)

Direct reports: 53

A $500 million manufacturer of polymer, steel and fiberglass swimming pools, vinyl liners, safety covers and auto covers, thermoform steps and fiberglass steps.

Held responsibility for leading order processing and design standardization for the liner division of the organization.

• 12% reduction to design requirements achieved as a result of developing a new product archiving and matching database.

• Resolved customer technical support issues at point of planning with home owner, effectively increasing field performance through the implementation of an ITS solution.

• 50% reduction to lead time achieved by championing a cross-functional effort to improve delivery time in the company's Canadian business.

• Cut lead time more than 80%, generating $150,000 in fee income while incentivizing customers to improve order processes.

• Eliminated 100% of design engineering costs on specialty product through the development and integration of auto design into order management and operating systems.

Director of U.S. Operations (2003 - 2005)

Direct Reports: 260

Held complete responsibility for company operations for three separate manufacturing sites located across the United States.

• Reduced labor variance more than 23% by developing and integrating enhanced methods for manpower planning.

• Increased output approximately 20% and decreased the RMA rate 15% by instituting cell quality-review meetings.

• Boosted sales 4% as a result of devising a reduced deck mounting system, ultimately increasing solutions performance.

• 27% reduction to dunage cost achieved by collaborating with Quality, Engineering and suppliers to develop returnable raw material packaging requirements.

• Virtually eliminated technical gaps, dig and installation problems through the development of a field tech support position.

• 15% reduction to labor costs achieved by integrating operator training and SOP development into the database with notifier and making available to all sites.

• Improved uptime 11% and reduced "cycle-in time" by identifying the issue source and implementing a technical solution for the system.

• Reduced resource requirements 9% by leading a diverse cross-functional team to develop design engineering best practices.

• 21% improvement to throughput achieved by assessing existing limitations and leading collaborative efforts to implement linear and cellular manufacturing processes.

• Added $4 million annually in new sales as a result of designing and implementing a new product line for the company.

Plant Manager (1994 - 2003)

Direct Reports: 200

Oversaw all operational aspects of the Scotia, NY facility, including optimizing customer service, planning, design and overall quality.

• 28% reduction to lead time achieved through situational analysis and the application of capacity planning strategies.

• 98% reduction to injuries achieved through effective process analysis and the design of safety checklists.

• Decreased new hire training costs more than 37% as a result of appropriately identifying, assessing and utilizing a new training program.

• Reduced the material rejection rate to less than 1% and improved yield more than 9% by implementing raw material standards.

• Significantly increased customer satisfaction while simultaneously reducing training costs 30% by implementing quarterly VOC meetings.

• 170% capacity improvement achieved by designing and overseeing construction of a new facility, effectively meeting increasing production demands.

EDUCATION / CERTIFICATION

Bachelor's in Business Administration, Corllins University

Lean Six Sigma Blackbelt Certification, Villanova University

Value Stream Mapping (LEI), Learning to See (LEI)

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