A globally experienced executive with full P&L responsibilities serving the Energy, Capital and Consumer Products value streams. Demonstrated ability
to provide leadership and direction to highly diverse teams to acquire and retain multinational customers. Recognized as a professional leader with focus
of customer and stakeholder satisfaction. Broad market and technical background with demonstrated ability to design, construct, launch and lead highly complex, technical and sophisticated manufacturing systems for use in National and International markets. Dual Level Management experience
(Manufacturing and Product Development/Sales), Multi-Site Plant and Business Unit experience enhancing market share, and increasing profit margins in
competitive wholesale and retail markets.
WELSPUN TUBULAR LLC, Little Rock,AR 2007-Present
Welspun is a diverse $5 billion dollar publically traded global manufacturer specializing in energy, metals, textiles, infrastructure and process technologies.
Welspun Tubular is the world’s largest producer of fabricated welded pipe for transportation of oil and natural gas products globally and recognized as the
benchmark in design, manufacture, quality and innovation of energy transportation solutions.
PLANT MANAGER: Little Rock, Arkansas
Full P&L responsibility for this $1 billion dollar business unit servicing all major energy multi-nationals (Exxon, Chevron, Shell, Elpaso, Williams, TransCanada,
> Greenfield startup of first in America $150 million dollar Spiral Pipe
> Enhanced market position by accelerating business plan by 7 months
eliminating 4 competitors.
> Established KPI’s measuring Waste, Speed and Delay with focus on Customer
Satisfaction, Profit, Cost, Quality, Safety, and Process & Product
> Prepared and analyzed financial models of $300 million dollar operating
> Integrated SAP as the ERP for manufacturing and supporting functions.
> Conceived control documentation consisting of QMS, HSE, JSA, SOP, formats,
work instructions, policy manuals resulting in successful ISO/API certification.
> Instituted Scientific Business principals of Total Productive Management
including Lean Six Sigma, Theory of Constraints, Statistical Process Control
and Total Productive Maintenance positioning the
facility as the high quality low cost producer.
> Fostered partnerships with universities, governmental authorities resulting in
recruitment and training of 500 team members for staffing of facility.
> Creation of supply chain partnerships through value stream analysis.
> Negotiated contract specifics to meet critical to customer requirements.
> Profitable in 1st quarter of operation providing positive cash flow exceeding ROI projections.
> Landed largest order extant in company history (300,000 ton) booked through
JINDA SAW Pipe, Baytown, Texas 2006-2007
Jindal is a privately held $10 billion dollar conglomerate specializing in metals, mining, oil production and energy production and transportation.
Jindal SAW pipe is a large diameter pipe and plate producer servicing the energy transportation industry.
PLANT MANAGER: Baytown, Texas
Executive responsible for P&L operations of this 600 employee large diameter fabricated welded pipe manufacturer servicing national customers (Entergy and Boardwalk Pipeline Partners).
> Enhanced Quality Management System through introduction of Total Quality
Management increasing Right First Time metric from 20% to 94% ($1.5 million
> Implemented Total Productive Maintenance Program increasing availability
from 40% to 90%.
> Reduced Maintenance, Repair and Overhaul (MRO) cost by $4 dollars per ton.
> Productivity, efficiency enhanced 40% with implementation of Total Productive
> Instituted incentive pay program reducing turnover by 17%.
> Successfully procured and manufactured largest order in company history
($112 million dollars).
> Applied Theory of Constraints maximizing efficiency and effectiveness of
constraint accelerating production schedule completing project ahead of
schedule generating additional $5 million dollar profit.
> Expanded production schedule to 21 turns by creation of high performance
> Developed $20 million technology up-gradation plan to position facility as a
low cost producer.
JAMES HARDIE BUILDING PRODUCTS, California 2005-2006
James Hardie is a $5 Billion dollar international publically traded building products manufacturer specializing in Industrial, Commercial and Residential Fiber Cement products inclusive of: clapboards, flooring,
wallboard, roofing, piping, fencing and trim for new construction and renovation.
TRIM PLANT MANAGER: Cleburne, Texas
Executive responsible for directing a $60 million dollar proprietary manufacturing and distribution system for fiber cement product line with full P&L responsibility servicing wholesale, retail and channel distribution
including Home Depot, Lowes, Menards, and Pulte.
> Refined patented screw extrusion technologies generating $25 million revenue
in 1st year.
> Executed marketing and service performance plan and metrics, for
penetration in wholesale and retail markets in North America (Home Depot,
Lowes and Menards).
> Formulated financial model and strategies to position division for 25% annual
> Introduced stepped KPI focused on waste, speed and delay increasing
productivity 75% (1 million board/ft /mo.) reducing overhead costs by 40%
per unit, obsolescing traditional manufacturing methods.
> Launched new product line while nurturing new channel distributors
introducing presence in Midwest complimenting existing lines for brand
> Value proposition enhanced by addition of value added finishing processes
expanding product differentiation increasing revenues by $6 million.
> Performed due diligence in divestiture of roofing products business unit,
NAPA PIPE CORPORATION, Napa, California 2002-2005
Napa Pipe was a wholly owned subsidiary of Oregon Steel Mills and specialized in manufacture of energy transmission pipe and fabricated structures for the oil and gas industry.
PLANT MANAGER: Napa, California
Senior executive responsible for all operations of this $500 million dollar, 1,200 employee manufacturer of large diameter petroleum transmission pipe products and fabrications, with full P&L responsibility
servicing all major energy multinationals.
> 15% increase in yield through value stream mapping and Kaizen Blitz.
> Applied control of work process (DMAIC) initiatives resulting in a 60%
increase in right 1st time metrics.
> Integrated Theory of Constraints to process constraint reducing costs $40/ton.
> Deployed Lean techniques reducing man-hour/ ton costs by 30%.
> Innovated 1st X80 Grade pipe made in North America increasing revenues by
> Introduced 1st in the world digital radiograph testing unit for pipe.
> Performed business unit & market analyses for development of unit strategy.
> Administered elements of DuPont Safety Program reducing LTAs from 13 in
2001 to 0 in 2002.
KOPPEL STEEL CORPORARTION, Pittsburgh, Pennsylvania 1997-2002
Koppel Steel Corporation was a wholly owned subsidiary of NS Group specializing in manufacture of metals, seamless pipe, upset forgings, rebar, merchant bar for Automotive, Construction, Oil and Gas industries.
CORPORATE MANAGER OF MAINTENANCE and ENGINEERING: Koppel,PA
> Reduced maintenance delays throughout corporation from 18% to 2%.
> Developed enterprise-wide maintenance program utilizing CMMS system.
> Productivity increase by 10 ton/hour
> Reduced MRO costs by $6 dollars per ton.
> Executed $8 million dollar tube mill modernization constructed around
> Developed Enterprise Asset Management plan reducing inventory by $ 2
> Introduced and implemented team-building initiatives to corporation with
FINISHING OPERATIONS SUPERINTENDENT: Beaver Falls & Ambridge,PA
Direct operation and activities of 600 employees within the valued added finishing operations at multiple site facilities. Operations included forging, threading, heat treating, coating, turning, straightening of OTCG
> Process lead time reduced by 2 weeks, expanding throughput by 50%.
> Constraint utilization increased to 110% of design by application of Theory of
> Reduced shipping costs 19% by establishing and negotiating transportation
> Innovated proprietary extended head upset forge products expanding market
> Implemented computerized ERP system as Kanban trigger for synchronous
> Material handling costs reduced by $15/ton by application of Heijunka.
NORTH STAR STEEL, St. Paul, Minnesota 1994-1997
Northstar was a wholly owned subsidiary of Cargill the world’s largest privately owned company. Specializing in manufacture of shaped metal long products including SBQ,MBQ, Rebar, Angles , Flats, Squares, and Heat Treat products for Automotive, Construction, Aerospace and Medical industries
GENERAL MANAGER OF ENGINEERING & MAINTENANCE: St. Paul, Minnesota
Managed Engineering and Maintenance for this manufacturer of carbon steel products, inclusive of reheat furnaces, rolling mills, finishing and heat treat equipment, while managing a $12 million budget.
Managed 60 staff members, including supervisors, engineers, electricians, millwrights, machinists, oilers, welders and HVAC technicians.
> Implemented TPM reducing total delay from 13% to 1%.
> Proposed and performed a cost benefit analysis for $12 million in capital
expenditures for up-gradation of technology.
> Led team in ISO 9000 certification.
BIRMINGHAM STEEL, Kankakee, Illinois 1992-1994
Birmingham was a publically traded $2 billion dollar steel manufacturer specializing in SBQ, MBQ, Angles, Flats, and Square long products for the Automotive, Construction and Steel Service Centers.
ELECTRICAL MAINTENANCE FOREMAN: Kankakee, Illinois
> Directed $3 million dollar modernization of the rolling mill and finishing line.
> Implemented reliability program based on CMMS utilizing predictive and
> Reduced Electrical delay to .5%.
SLATER STEEL CORPORATION, Ft. Wayne, Indiana 1987-1992
Slater was a family owned fully integrated stainless steel mill with revenue of $2 billion. Slater was world’s largest producer of stainless steel.
MAINTENANCE FOREMAN/PROJECT MANAGER: Ft. Wayne, Indiana
Directed the startup of a Greenfield $30 million continuous bar mill, heat treat, cold draw, forging and processing site for this manufacturer of stainless steel products servicing Automotive,
Surgical & Nuclear industries.
> Site selection, construction of new Greenfield facility.
> Identify, purchase, transport and recondition capital equipment bar mill from
> Coordinate and commission mill and associated value added processes during
> Implemented and developed a preventive maintenance program and training
programs for maintenance and operations staff.
B.S. Degree Automated Manufacturing- ITT Technical Institute.
RABQSA Certified Lead Auditor Cert# Q12555.
ASQ Certified Quality Auditor
Certified Plant Maintenance Manager
Certified Examiner Arkansas Governor’s Quality Award.
Interstate Natural Gas Association of America (INGAA) (Quality Committee Member).
Pipeline Research Council International (PRCI) (Construction Standards Member).
American Petroleum Institute (API) (Manufacturers Representative Committee) .
University of Arkansas Little Rock Engineering Advisory Council (UALR) .
ITT Technical Institute Program Advisory Committee.
Pulaski Technical College Curriculum Advisory Committee.
Arkansas Governor’s Quality Award Examination Panel 2010 .
American Society for Quality (ASQ) (Officer Local Board).