BACKGROUND SUMMARY
Accomplished Global Business Leader with twenty years of profitable growth performance. Demonstrated expertise includes:
Strong P&L Management
Business Turnaround
Efficiency & Productivity Improvement
Strategic Planning
Plant Operations
Inventory Reduction
Facility Start-Up & Relocation
Supply Chain Management
LEAN Black Belt / Six Sigma Green Belt
EMPLOYMENT EXPERIENCE
INDUSTRIAL CONTROL REPAIR, INC. (Warren, MI) Jan 2007 to Jan 2009
Leading privately-held provider of robotics and industrial automation equipment repair, sales, product training, field service and asset management with $36M global sales. Chosen as Honda of America Manufacturings MRO Supplier of the Year for 2007.
Vice President and Chief Operating Officer
Responsible for corporate planning, Operations, Finance, and Administration in US, Canada and Mexico. Reported to President. Direct reports included Gen Mgr ICR-Mexico, Gen Mgr ICR-Canada, Controller, HR Manager, US Plant Manager, Manager of Customer Service & Quality and Manager of Training & Field Service. Also functioned as CFO.
Sales grew from $30M to $34M and achieved $1.05M operational profit gain first year through implementation of a Lean organization with improved management controls and balanced scorecard focused on improving quality, cost, and delivery.
Analyzed and restructured processes in Repair Operations, Outsourcing, Materials, Logistics, Engineering, Quality, Customer Service, Contract Management, Safety & Environmental and Human Resources.
o Improved quoting cycle time by over 50% and reduced pricing errors by over 40%.
o Reduced Cost of Quality by 31% through enhancement of ISO 9001 quality system, using more effective problem solving tools and implementing data-driven top-5 defect reduction team.
Enhanced business focus, quality of analysis and overall effectiveness of financial organization including Planning, Accounting, Treasury, Banking, Credit and Risk Management with two less employees.
o Implemented strategic planning, budgeting and financial planning & analysis.
o Implemented tighter internal controls (DOA, customer credit, inventory control, new customer and supplier contract review processes, import / export compliance, cash flow management)
o Improved month-end closing process duration from 15 days to 5 days
o Renegotiated covenants for building and LOC loans with bank to meet business requirements
o Served as legal liaison for ICR. Reduced legal fees by over 40%.
Implemented new annual review / development planning process, talent review and succession planning.
ROCKWELL AUTOMATION (Milwaukee, WI) Jan 1990 to Dec 2006
Industrial control manufacturer with over $5 billion global sales
Manager, Global Repair (Milwaukee, WI) 2005 to 2006
Responsible for managing operational P&L and key performance metrics for $150M global repair business, developing and implementing repair operations strategy, ensuring consistent repair practices and managing supply chain activities. Scope of position included repair and outsourcing operations in North America, South America, Europe, Asia, and Australia.
Developed global repair standards, new facility operational specifications and key performance metrics.
Established new operation in Mexico. Relocated and improved operations in Brazil, China and India.
Served as member of Rockwell Automation Corporate Quality Council.
Participated in the development of corporate global strategic plans for operational restructuring and facility rationalizations.
Drove Lean implementation throughout global repair operations with savings over $400K.
Sponsored creation of website to manage repair knowledge throughout all global operations and businesses.
Served as interim project manager for multi-million dollar ERP implementation for two months to break through barriers and bring project back on schedule and within budget.
Manager, Strategic Outsourcing (Milwaukee, WI) 2004 to 2005
Managed P&L and daily operations for $25M MRO services outsourcing business, including business partnering, strategic sourcing and supplier management.
Designed third-party repair reverse logistic process.
Developed, staffed and implemented new strategic services outsourcing organization. Established standard processes and operating practices.
Planned and implemented new strategic partner network in the MRO services space. Negotiated agreements with over 50 key suppliers.
Achieved over $2M purchased material cost reductions through supply chain management initiatives.
Plant Manager (Munster, IN) 1999 to 2004
Managed P&L and all aspects of plant operations for $34M third-party MRO repair business. Effectively planned and directed all repair and related service functions which included Materials, Customer Service, Engineering, Product Repair, Facilities, Quality, Logistics, Human Resources, IT, Accounting, Safety and Environmental.
Increased revenue from $6M to $34M while increasing profits by 52% over a five year period by expanding service offerings and driving operational improvements. Conducted over 100 customer presentations / tours.
Developed and managed strategic partnerships with key repair suppliers. Achieved $4M purchased material cost reduction through supply chain management and logistics improvement initiatives.
Managed plant relocation project and building of a new 45,000 square foot facility. This included site selection, facility specification and design, obtaining tax abatement, construction oversight, facility layout, and start-up.
Received the highest awards for facility safety and environmental programs from Rockwell Automation Corporate Safety & Environmental. Implemented a facility health & safety team and ergonomics program.
General Supervisor, Solid State Assembly 1996 to 1999
Managed the daily prototype, pilot, manufacturing and repair operations of three high-technology electronic assembly departments with annual sales over $100 million for product lines including Machine Vision, Industrial Computer, Bar Code, Radio Frequency, Operator Interface, Software and PowerMonitor. Managed product repair and customer return operations for vendor supplied products.
Coordinated new product prototype and pilot builds and design for manufacturability reviews.
Reduced outgoing quality defects from 99,398 ppm to 4,668 ppm in 1998 through process improvements, use of quality tools and employee engagement.
Established centralized field return repair center resulting in savings of $900,000 while reducing internal repair turn-around-time from 11 days to 5 days in 1998.
Sr. Supervisor, Production Control 1994 to 1996
Supervised staff of seven Production Control Planners supporting multiple business units with annual sales over $500 million. Responsibilities included master scheduling, ensuring execution of production plans, inventory reduction, ERP system training and implementation.
Achieved $5.4 million (18%) inventory reduction in 1995 through master scheduling and project planning enhancements, JIT and Kanban/Pull system implementation in three plants with over twenty suppliers.
Analyst, Production Control 1990 to 1994
Responsible for ERP system enhancements, improving business processes, and MRP planning.
EDUCATION
MBA Marquette University Milwaukee, WI Dec 1993
B.S. Industrial Engineering University of Wisconsin Madison, WI Dec 1989
Lean Master (Black Belt) Rockwell Automation
Six Sigma Green Belt Rockwell Automation |
