From the desk of:

Dave Billingsley **** Sumac Ct, Centerville, MN 55038 Cell: 612-***-****

yv0w6e@r.postjobfree.com Land Line: 651-***-****

Manufacturing Manager / Director of Manufacturing

INTRODUCTION / POWER STATEMENT_______________________________________________________

A High-Energy / Out-Front ‘Manufacturing Operations’ Leader with the Entrepreneurial Spirit to guide innovation & change, consistently delivering WINS beyond expectations.

15+ years of experience strategically advancing a Company’s position outflanking the competition by masterly leveraging Quality, Finance, Process & Available Resources capturing long-term performance & revenue gains. Additionally, the wealth of key secondary lateral skills developed throughout my career, bonded into my portfolio elevates me above the field. My assertive, yet inspiring visionary leadership has an unrelenting bias for goal-driven action, uniting Teams compelled to deliver solid results exceeding EBITDA targets thru innovation, guided direction & tactical execution. The addition of my instinctive in-demand seasoned assets combined with the LEAN techniques I employ will accelerate the future success of an organization.

TRANSFERABLE CAREER MILESTONES_____________________________________________________

• Project Managed successful multiple high-value, high-profile deadline driven projects simultaneously hitting all on-time targets

• Results Oriented Leader with a Bias for Action – A keen ability to persuade and encourage staff to reach beyond their perceived limits of their performance, yet wise enough knowing when to be flexible with the open ability to give & take direction

• Instant Results – Proven Ability to Step-in & ‘Hit the Ground Running’ Providing immediate direction and guidance improving operations & overall health of the Businesses. Analyzed KPI’s. Executed solid business plans, making necessary sweeping changes, held Teams accountable for results, converting financially distressed Company back to profitable models

• Re-Organized Staff & Management – adjusting for talent & economic indicators maintaining mgmt balance in a down economy

• Set High Standard of Quality & On-Time Delivery thru rigorous training & Standard Work netting a 6-8 week improvement

• Provided Strategic Direction Guiding up to 15 Directs, 30 Supervisors & 400 + administrative & production staff for multi-site, multi-shift manufacturing Company reconfigured the org-chart resulting in 12% reduction in labor yet maintaining productivity

• Delivered Financial Results – Facilitated an $80mm+ Budget reacting quickly to under-performance with immediate action

• Teamwork – Built High Velocity – Forward Thinking Teams. Inspired Staff to become accountable for real results. My confident & approachable personality has proven to be contagious uniting Teams reducing turn-over building ‘Can – Do’ attitudes

• Full P&L responsibility – Created Metrics for Managers & their Teams showing how their performance impacted the deliverables. Implemented comprehensive key performance indicators (KPI’s) Results: Increasing quality, profitability, 96% OTD

• Rapid and Continuous Improvement – Directed initiatives & improved daily operations ensuring Customers receive only top quality product. Measured Key Performance Indicators improving assembly line efficiency. Result: Bonus in a down economy

• Forecast & Planned Production using a MRP / ERP system (Epicor, Job Boss, Vantage & TIMS) Coordinated time critical material supply chain. Setup JIT / Pull System inventory controls meeting tight non-negotiable deadlines, reduced WIP by 37%

• Directed Engineering Dept – Guiding Teams to deliver accurate designs / quotes of precision CNC parts & complex assemblies making these projects better suited for manufacturability reducing component cost of production and increasing speed to market

• Customer Focus – Led the Sales efforts expanding existing industry relationships generating record growth & new Customers. With my persuasive skills closed Millions in profitable sales, while coaching Sales & Marketing to exceed aggressive sales goals

• Estimated, Negotiated & Wrote Manufacturing Contracts for $2mm + custom designed automated production line equipment

• Reduced WIP and Finished Goods Inventory – by 63% using a KanBan Pull System & pushing the limits on mfg techniques

• Fact Based Decision Making – Ensured all controls are in place. Served on the Board of Directors setting visionary objectives, financial goals, removing obstacles, driving advancements in process development to lead their industry

• Implemented Cost Benefit Analysis – Calculated the ROI on every capital expenditure eliminating the wasteful spending

PROFESSIONAL EXPERIENCE - Dave Billingsley Page 2

N.S., St. Cloud, MN [Plant Manager] 2011 -

Medical Equipment & Device Contract Manufacturer, Six Plants, 690 Employees, Revenue of $150mm

As Steward, responsible to oversee all Plant Activities within this Contract Manufacturer of Medical Devices. I am chartered to guide its recovery and growth while reestablishing the facility’s ISO & FDA Certification.

Situations: * No Plant Manager guidance for 2 yrs. Stopped tracking KPI, OTD Suffering, – Facility in Financial distress

Actions: - Eliminate departmental ‘Silos’, Began tracking KPI, empowered the staff and drove accountability Results: ~ Q1 2012 was the first profit the St. Cloud facility recognized in 1-1/2 years

MME Group, Inc. Vadnais Heights, MN [Director of Manufacturing] 2009 to 2011

Medical Device Injection Molding and Assembly - Two Plants, 110 Employees, Revenue of $14mm

Reason for leaving: Necessary downsizing / Layoff

Held overall ownership of all day-to-day Plant performance and P & L results for two plastic injection molding facilities. Instrumental in refining all production activities with LEAN and 6-Sigma concepts. As part of the Strategic Team provided Sr. leadership to re-focus resources towards Medical Device mfg and assembly.

Situations: * Excessive Rework, No Process Controls – 87% of all product being produced required rework

* Low Profit Margins – No one was responsible for P&L results - No Accountability

Actions: - Implemented Metrics, Root-cause issues, refined production processes, & initiated Standard Work

- Spearheaded and Rolled-out culture change (Culture of accountability) Monthly training for staff

Results: ~ Reduced Rework from 87% down to only 6%

~ Took ownership of P&L Scorecard and increased profitability to 26% Gross margins

~ Staff became accountable & goal oriented. Passed an ISO 13485 audit with zero findings

Accra-Fab, Inc. Liberty Lake, WA [Director of Operations] 2008 to 2009

Aerospace & Electronic Sheet Metal Fabrication, CNC Machining & Assembly, 150 Employees, Revenue of $18mm

Reason for leaving: Career advancement

Reporting directly to the CEO, was responsible for the entire Plant’s performance & profitability. The incisive use of Value Stream mapping and Kaizen events, pioneered the bold transformation of the Plant’s operational corporate culture by reshaping a batch style manufacturing system to cellular Value Stream manufacturing model.

Situations: * Manufacturing & Operational complacency – No desire from the staff to change

* Long Lead Times with poor quality product being shipped – Customers unhappy

* Massive amount if WIP and Finished Goods Inventory necessary to meet customer’s requirements.

Actions: - Re-introduced LEAN methodologies. Began weekly Kaizen events and monthly staff training.

- Converted Plant from a batch manufacturing process to focus on cellular and Value Stream mfg

- Began measuring ‘Cost of Quality’. Strengthened QA/QC efforts. Empowered QA Director to act

Results: ~ LEAN Mfg strategy is launched. Inefficiencies eliminated. Developed KanBan pull systems

~ Reduced set-up times and increased On-time deliveries 51% to 98% on-time

~Velocity increased through Plant, reducing WIP and finish goods from $1.2mm to $750k

CRP, Inc, White Bear Lake, MN [CEO / President] 1998 to 2007

Precision Automotive CNC Machining, Fabrication & Assembly, 30 employees, Revenue of $4mm

Reason for leaving: Sold Business

Drove the Business launch and continued growth of this modern manufacturer of complex precision aftermarket racing & engine component retail sales/service and custom equipment mfg Company. Overseen all divisions including Sales, R&D Engineering, Quality, Staff Talent, On-time delivery, and overall profitability.

Situations: * Ramp-up and grow a Racing component manufacturing business from scratch with no sales & little capital

* Large production peeks and valleys from seasonal consumer demands

Actions: - Interview and selected the best qualified staff for each position. Coached & trained each to succeed

- Translated the Business Plan into short & long term tactical goals and objectives for the staff

- Directed Sales & Marketing to meet & exceed aggressive high margin double digit sales growth

Results: ~ Self funded growth by the increase of profitable sales & efficient LEAN Mfg techniques

~ The business evolved to employ a staff of 30 with $4mm in sales

PROFESSIONAL EXPERIENCE - Dave Billingsley (Cont.) Page 3

Main Street AC, Inc (Mentor Capital), Campbell, CA [VP of Operations / GM] 1995 to 1998

High End Athletic Club Chain, 6 Locations, 400+ employees, Revenue of $60mm Reason for leaving: Business sold

Working thru: Mentor Capital, Inc – Merger & Acquisition Venture Capital Company

Responsible for restructuring and leading a staff of over 400 at multi-site, multi-shift facilities. Leveraged labor to control costs and optimized productivity, profitability, & customer satisfaction meeting the financial goals to ‘Go Public’. By quickly establishing Key Performance Indicators, took command of the organizations distressed income statement, made tough decisions and deployed a strategic plan resulting in regaining profitability climbing out of debt in 9 months.

Phoenix Engineering, Oakdale, MN [Plant Manager] 1993 to 1995

Heavy Equipment Manufacturing - Machining, Fabrication, 75 employees

Reason for leaving: Career advancement

Coordinated & overseen the merger of two machining & fabrication companies into one new custom equipment manufacturing location. Value Stream mapped the product flow within the plant. Vetting staff eliminating redundant positions & automation processes creating World Class JIT production, high quality standard & industry leading speed to market.

Best Express Foods (Mentor Capital) Campbell, CA [GM/Director of Operations] 1989 to 1993

Food Processing / Packaging and Distribution, 50 employees Reason for leaving: Business sold after Turn-around

Working thru: Mentor Capitol, Inc – Merger & Acquisition Venture Capital Company

Hired to turnaround, combine, and maximize the investment of their four (4) Food Processing Packaging, & Distribution businesses. These businesses were financially distressed and at the precipice of failure. Tenaciously root caused and problem solved issues. Minimize liability exposure, Manage P&L, Guided staff, all resulting in capturing above average industry profit margins becoming extremely lucrative & appealing for the sale of company to investors.

TCR Corporation, Brooklyn Park, MN [Engineer/Estimator/Account Rep.] 1984 to 1989

Screw Machine & Cold Headed Specialty Fastener Mfg, 600 employees

Reason for leaving: Career advancement

Began employment as the Secondary Operations Foreman and quickly advancing within becoming a Product Engineer responsible to quote, & project manage unique high volume Tier I Government & Automotive Screw Machine & Cold Headed products. Interacted directly with Customers ensuring they receive nothing less than top quality product on time while communicating progression of their order and project managed the entire lifecycle of the order from product launch to receipt.

SUMMARY OF SKILLS ______________________________________________________________________

AS 9100, Auto-Cad, Business Development, Capital Equipment ROI, Critical Thinking, Cost Benefit Analysis, Design, Drafting, Electrical, Engineering, Estimating, Green Belt, Heavy Fabrication, FDA, Greenfield Start-up, ITAR, ISO 9001, ISO 13485, ISO 14001, Joint Commission, Kaizen, Kanban Pull System, LEAN Manufacturing, Logistics, 5-S, 6-Sigma, CNC Machining, Mechanical Aptitude, Blow Molding, Negotiation, OSHA, Plating, Poka-Yoke, Powder-Coat Painting, PPAP, Profit & Loss, Problem Solving, Purchasing, Rigging, RoHS, Root-Cause Analysis, Set-up Reduction, Roto-Molding, SMED, Sheet Metal Fabrication, SharePoint, SMART, Stamping, Standard Work, Thermal Forming, TWI Training,, Turnaround, Value Stream Mapping, Welding

EDUCATION & PROFESSIONAL DEVELOPMENT_________________________________________

BS Business Management Canterbury University (On-Line) 1997

AA Manufacturing Technology (Machining) Saint Paul College 1984

DME / HME Courses VGM University (On-Line) 2011

Electrical Mechanical I & II Saint Paul College 1986

Law, Law Enforcement Century College 1987

Police Cert. Police Reserve Training Ramsey County Police Department 1987

Professional Development: LEAN Manufacturing ’00, ‘09 Accounting / Business Finance 1992

Six Sigma (Green Belt) ’86, ‘00 5-S / Kaizen Event Training ’00, ‘09

Leader /Executive Mgmt 2001 Engineering / Design 2002

Continuous Improvement 2004 TWI & Stephen Covey Training 2008

INTERESTS__________________________________________________________________________________

Family, Car Racing, Camping, Martial Arts (2nd deg. Black-Belt), MENSA Applicant – 136 IQ, Travel, Running/Jogging

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