positive change agent; expansions, start ups and turnarounds

GREGORY F. COOK

*** *. ***** (*th) Street, PO Box 476

La Cygne, KS 66040-0476

Phone/Fax: 913-***-****

Email: **************@*****.***

High-energy change agent with experienced in implementing many improvement programs with both large corporations and small companies. I am very open in management style and solicit advice from all around, employees to customers. I am even-tempered, fair and consistent. I prefer to lead, rather than direct or drive others.

Experiences include being personally responsible for all sales and marketing activities as well as bringing new products to market. My strengths are in engineered products, which require close working relationships with customers. Sales achievements have included obtaining new customers and penetrating existing customers to obtain a greater share, or all, of their business in my product line.

Work experience and civic involvement has enabled me to relate to and work well with people from many varied backgrounds and socio-economic levels. I believe my strongest talent is in motivating people to work together for a common goal. I am a consensus builder; and have mediated many different types of situations.

2 complete manufacturing plant start-ups; including site selection, negotiation of state and local tax abatements and training funds, design of buildings (complete with complex state-of-the-art industrial production equipment systems), performance as general contractor during building, installation of industrial equipment and complete startup of operations. Able to deliver construction projects on time and within cost. Proficient in computer utilization and knowledgeable of detailed accounting practices. Highly skilled at ferreting out discrepancies.

5 major plant expansions, accomplished without interrupting operations in existing buildings.

4 turn-arounds of failing manufacturing companies, accomplished with same staff (both management and workers) that had taken the companies into loss situations. I believe in motivating, training, leading and facilitating those who are already in place. Am highly skilled in cost control, time management, employee redirection and motivation. Open and participative in management style, have managed both non-union and union plants. Open to ideas from others, including employees and customers. Prefer to lead rather than drive others.

20 years experience in metals manufacturing including – machining, stamping and castings (stainless steel, aluminum, cobalt chrome, iron)

12 years experience in plastics manufacturing – monomers and polymers (blending, molding, extruding, and machining)

25 years experience in automotive manufacturing (Tier One and Tier Two)

10 years as president of sales & service of high tech process liquid monomers, along with fully automated inline production equipment systems for automotive industry, across North America

4 years recent law enforcement experience, including management

Products: both metal & plastic components of orthopedic joint implants (hips, knees, etc.); cast & machined automotive components (aluminum wheels, engine, transmission, braking); appliance cast parts; air braking systems & all components; molded friction materials for automotive & industrial; porosity sealants; complex, fully automated inline equipment systems for automotive; metal melting & heat-treating furnaces

Areas of experience: industrial engineering, engineering management, plant management, quality control management, sales & marketing management, general corporate management

EXPERIENCE

Law Enforcement

Police Chief, Public Health Officer, Police Officer, Police Chief, Deputy Sheriff

Became interested in law enforcement in 2000. Ending in latest position as Police Chief.

2000 – 2002, 2003 - 2007

Plant Manager K-Tec

Hired to transition this entrepreneur owned manufacturing company into a professionally managed corporation and to mentor the second-generation son on how to run the company. 2002-2003

President Ultraseal America, Inc.

Hired as general manager, promoted to vice president and then to president, to manage all marketing, sales and technical service activities for this U.S. subsidiary of a British firm manufacturing porosity sealants and the process equipment for impregnation of porosity in primarily aluminum die castings for the automotive industry. Responsible to start up manufacturing operations in the U.S. Developed marketing survey and implemented plan for the start up and launch of a job shop and a new product line. 1990-2000

Vice President of Non-Ferrous Operations MPI Furnace Co.

Hired to start up a new line of business for this ferrous heat treating company, adding non-ferrous heat treating and metal melting furnaces to their product lines. Developed marketing plan, personally handled sales, exhibited in major industry trade show and developed engineering concept designs for new products. Personally brought in inquiries for $1,427,000. worth of business in first two months. The company owners then decided that they did not have the resources to build this new type of furnaces and closed down the new line of business. The whole business has since closed. 1989

Chief Executive Officer MedCast, Inc.

Hired to turn the company around from loss since startup three years prior. Expanded sales of this precision investment casting firm, specializing in orthopedic implant and surgical instrument castings. Developed sales brochure. Set up network of manufacturer's sales representatives. Designed booth and exhibited in national trade show. Implemented new quality control and S.P.C. program. Reduced cost of goods sold by 26%. 1987-1989

General Manager Alpha Industries, Inc.

Turned the company around from loss to profit and expanded sales to beyond capacity, requiring additional equipment. Responsible for all operations of this company which produces aluminum die castings and performs contract machining. Heavily involved with customers directly and via manufacturer's representatives to increase sales. Wrote and developed a general sales brochure. Started the company into exhibiting at regional trade shows. Developed booth displays. Had own P.C. terminal to main frame computer utilizing M.R.P. II systems. Responsible for all customer quoting. Implemented new practices and procedures to improve profitability in plant operations, inventory levels and accounts receivable. Upgraded quality control program to meet military specs and implemented S.P.C., meeting certification requirements of customers. 1985-1987

Vice President & General Manager CMI-Intl., Inc., CMI-Wheels, Inc.

Started new subsidiary company to produce aluminum automobile wheels. Negotiated with city to obtain free 20 acre site in industrial park. Obtained largest state grant given: $800,000. at 3% interest with balloon payment at end. Received special lower floater bond issue, at 47% of ten day floating prime rate. Designed $8,000,000. plant and equipment utilizing state of the art processes and energy efficiency. Built plant and office for under $14. per square foot. Negotiated lower prices on equipment than paid four years earlier. Saved $300,000. on heat treating equipment by redesigning and doing own installation and assembly. Developed process manning and costs. Staffed plant and set up S.P.C. Worked with customers on wheel casting designs and with pattern shops on mold designs. 1983-1984

Engineering Manager Gulf & Western Mfg., Bohn Aluminum Div.

Reported directly to group director of manufacturing at corporate office. Responsible for all engineering functions at aluminum foundry and machining plant. This included product, process, industrial and plant engineering, maintenance and tool room. Major emphasis was upon improving productivity, implementing new technology and developing new customers in conjunction with the product sales manager and district salesmen.

Developed and installed a new process, lost foam casting. Set up a process control system with daily audits of process variables. Computerized a new quoting system. Rewrote sales brochure, helped develop new slide and sound marketing presentation and developed and worked in booth at major industry trade shows. Worked with existing customers to improve existing business and obtain new business by casting redesign. Also I obtained new customers through casting redesign. Designed molds and tooling. 1981-1983

Manufacturing Engineering Manager Rockwell International, Western Wheel Div.

Responsible for design, specification, selection and installation of equipment for a new plant to manufacture aluminum automobile wheels. Monitored activities of the architectural firm handling the new plant. The $30,000,000. and 229,000 square foot facility was to employ over 500, with sales of $60,000,000. Developed material and labor unit costs, manpower requirements and pro-forma studies for various scenarios involving different levels of process automation, product mix and volumes.

Designated to become manufacturing manager when the plant started up. However, due to the depressed automotive industry, the startup was stopped just as the building of the plant was being completed. Transferred new technology and process equipment developed for the new plant to Rockwell's other wheel plants, in the Los Angeles area. As business continued to decline, four of these remaining plants were also closed and the total aluminum wheel operations were consolidated into two plants. Did not relocate to stay with Rockwell, due to the high cost of housing in Los Angeles. 1979-1980

Assistant General Manager Maco Corp.

Established industrial engineering functions, incentive and daywork standards and methods, manning and facilities. Designed process flow and plant layout for total plant rearrangement after new expansion. Established daily productivity reporting. Set up a quality control program for this aluminum foundry. Negotiated new union labor contract. 1977-1979

Manufacturing Manager Menasha Corp., Poly Hi, Inc.

Responsible for all plant operations of a plant extruding, molding and fabricating parts from U.H.M.W. polyethylene. Set up each department as an individual cost center with separate budget and monthly profit and loss statements. Turned the fabrication department that had always operated at a loss into a profitable operation by dropping low volume and profit products and reducing costs on main products. Controlled purchases and inventory levels to budgeted levels. 1975-1977

Manufacturing Manager H.K. Porter Co., Inc., Thermoid Div.

Responsible for all plant operations of the 350 employee plant producing brake linings, disc brake pads, clutch facings and other molded friction products. Had budgetary and profit-loss responsibility. During these two years this plant steadily increased profits, going from a loss to setting a record for both the plant and the corporation. This was maintained even through the auto industry recession. Handled the close down of another larger Porter friction plant and the relocation of all its equipment to this plant. 1973-1975

Industrial Engineering Manager Bendix Corp., Heavy Vehicle Systems Group

Reported to the director of manufacturing and provided services to all six plants within the group, producing air braking systems. Responsible for standards, methods, manufacturing routings, plant layouts, packaging, manufacturing procedures and systems, value engineering, special project investigations and participation in all third step grievance meetings with the U.A.W. local union. Added three major plant expansions. This involved everything from plant design, awarding contracts to contractors, buying equipment and supervising all work to insure it was performed correctly and on schedule. One expansion involved installing a 61 station transfer line and two 10 station rotary machines. Promoted to this position to set up an industrial engineering department after teaching several training courses there while on corporate staff. Developed and taught a foreman's training course at the division. 1969-1973 (Three positions at three different divisions)

Corporate Industrial Engineer Executive Offices

Promoted to this position to refine and implement a new concept of computerized work standards and process routings personally developed at the Energy Controls Division. This new approach was introduced at selected divisions. Initiated, wrote and implemented an industrial engineering audit which measured and evaluated divisional departments. Compiled an 18 chapter training manual for industrial engineers and published an article on "Improving Productivity Through Work Measurement Systems." Taught an 80 hour course in methods engineering and a 40 hour time study course. Reported directly to the corporate vice president of manufacturing and also provided project assistance to some divisions. 1970-1971

Industrial Engineer Energy Controls Div.

Trained in the Univel-Uniform system of computer generated time standards, then developed new system and presented it at a corporate seminar. The presentation led to being promoted to corporate staff. This division produced fuel controls, landing gears, wheels and brakes for aircraft. 1969-1970

Industrial Engineer Joliet Army Ammunition Plant

Responsible for all engineering activities for a munitions line. Increased production capacity to meet demands of the Vietnam War. 1968

EDUCATION

1968 Purdue University, Krannert School of Management - B.S., Industrial Management

1974-75 American Management Association - various courses taken

1979 Rockwell International - New Plant Start-Up and Effective Interviewing seminars

1981 Cast Metals Institute - seminars

1982 Gulf & Western - Management Development Program

1983 Indiana State Chamber of Commerce - Maintaining Your Non-Union Status seminar

2001 Kansas Law Enforcement Training Center, University of Kansas - Basic Training Academy, certification as full-time LE officer

2004 DARE America - certification as a K-12 DARE instructor and school resource officer, 80 hours

2005 Street Survival seminar, 16 hours

2005 Interviewing & Interrogation seminar, 24 hours

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