Leadership Profile
Senior Operations Leadership, P & L Management, Cost Reductions, Venture Profiling, Due Diligence, Process Reengineering, Supply Chain Management, International Logistics, Values-Based Leadership Style
Solution-oriented business strategist/change agent with expertise in international engineering processes, including general company management, directing operations, growing customer base, exceptional customer service, due diligence, P&L management, process reengineering, excellence in politically sensitive situations, and a first-rate track record in operational safety. Success restructuring organizations and achieving exceptional cost savings, increased efficiency, and bottom-line contributions. Outstanding ability to apply advanced financial metrics to profitably manage operating, manufacturing, and production functions. Advanced technical engineering expertise coupled with strong leadership, communications, team building, and innovative management skills. Proven expertise in consistently meeting and exceeding short- and long-term organizational objectives. An outstanding team builder and motivator known for ability to get the most from people and other resources.
Professional Experience
Company: Confidential
Pittsburgh, Pennsylvania
Director of Ops/Supply Chain Management/Logistics
2000 to present
Performed VP-level functions across multiple disciplines, including materials management, operations, project management, international due diligence, and mergers and acquisitions. Served as a company officer for this firm that designs and supplies large industrial furnaces for the international steel and aluminum industries. Worked in concert with the CEO in developing short- and long-range market objectives, policies, human resources, budgets, and organizational operating plans. Carried monetary disbursement authority as a company officer, including payroll, employee expenses, vendor remittance, and wire transfers through the company’s banking institution. Reengineered the purchasing department into a reputable business unit with operational efficiency and formulated a more aggressive procurement method to cut costs. Developed a vendor database that streamlined and simplified the request for quote process, significantly reducing man hours. Consulted with the CEO on various international investment opportunities and conducted due diligence for potential acquisitions and joint ventures.
·Dramatically expanded company sourcing potential for both quality and aggressive pricing by strategically expanding the preferred vendor list. This new international database, combined with new negotiation techniques, achieved a new average annual savings of $500,000, as illustrated below. Conducted numerous long-term negotiations each year to secure improved deliveries and pricing, yielding an additional savings of $28,000 to $37,000 per project, or a total of $200,000.
·Served as interim engineering department manager as required, troubleshooting customer problems, reviewing design integrity, and resolving project political and commercial issues. Utilized brainstorming techniques and reallocation of engineering resources to accommodate situational resolution.
·Directed contract administration and substantial terms & conditions reviews on multimillion dollar procurement awards as well as international sales contracts and letters of credit.
·Streamlined the manufacture of a spare part with a long history of material availability problems and supplier delivery issues to make it the company’s highest revenue-generating part—more than $1 million annually.
·Developed and implemented standard operating practices for the engineering and controls departments on proper methods of evaluating and comparing supplier bids. Achieved buy-in from both departments on maintaining any intelligence on confidential reviews so as to avoid revealing crucial intelligence that could diminish the company’s chances of an optimum negotiation.
·Established a large stable of trucking vendors for domestic logistics, reducing the trucking spend significantly, in some cases by half. Directed all international air and ocean shipments utilizing appropriate INCO terms.
Proposal/Sales Engineer
1996 to 2000
Integral part of a small group that solicited established and new customers to develop a detailed proposal, sales strategy and presentation for services and equipment. One year’s profits could encompass many small, quick-turn sales of $100,000 and multiple lengthy sales endeavors yielding $3 million to $15 million each. Negotiated a $1 million commercial contract with customer executives resulting in improved project cash flow over the milestones, longer equipment delivery times and reduced penalty liabilities. Personally called on domestic and international customers to establish and maintain exceptional customer relationships. Spent a significant amount of time cultivating business representatives and potential customers in the Turkish market. Worked with U.S. government agencies to assemble project financing and grants in a concerted attempt to break into a tough European market that had a history for locking out American suppliers.
·Directed a complex sales effort with a Canadian customer to secure a $1.2 million project.
·Utilized “out-of-the-box” methods to resolve a customer’s project conflict, achieving $113,000 in revenues.
·Conducted extensive research to find functionally equivalent equipment at a lower cost, boosting revenues on the project by $45,000.
·Assessed customer operations and provided recommendations for improved equipment and instrumentation to achieve greater efficiency, generating $25,000 in revenues.
·Developed a rapport and communicated daily with suppliers about pricing negotiations, deliveries, product specifications, and facility capabilities.
·Received numerous awards and bonuses for exceptional performance and contributions.
Project Engineer and Training Leader
1990 to 1996
Engineered various project areas followed by field commissioning, start-up, and troubleshooting. Oversaw both union and non-union crews of contractors and engineers throughout project stages. Conducted field surveys to assess existing equipment functionality; utilized end-user feedback to determine any problems and issues with general operations. Operated and optimized fossil fuel-based industrial furnaces to achieve maximum production rates at guaranteed emission levels; responded to domestic and international customer outage assistance requests.
·Authored and introduced comprehensive training manuals for new and existing equipment that served as the foundation for ongoing training programs.
·Conducted classroom and “hands-on” field training sessions for operators and management on equipment operation, combustion theory, engineering fundamentals, and safety practices.
·Aided plant managers in emergency situations that required quick, resourceful actions to get production lines operational and avoid continued losses in the hundreds of thousands of dollars per hour.
·Provided technical consultations on combustion, NOx emissions, operations, industrial standards and equipment/instrumentation to the end user.
ABB Combustion Engineering
Windsor, Connecticut
Field Service Engineer (field deployed 100% annually)
1988 to 1990
Provided direction in maintenance, efficiency and reliability of equipment, instrumentation, and material handling systems for power generation. Presided over one-third of a multimillion-dollar cutting-edge technology breakthrough facility for power generation. Oversaw both union and non-union labor from ground-up construction through mature plant operations and maintenance.
·Heavily focused on circulating fluidized bed (CFB) technology utilizing limestone to reduce SO2 emissions and staged burners to reduce NOx emissions.
·Analyzed a problem-laden fuel preparation and handling system and redesigned it utilizing the existing equipment; achieved a more efficient system that accommodated customer specifications, thereby avoiding a
$1 million replacement cost. Optimized equipment included coal flash drying columns, coal/dense phase/limestone storage tank systems, bag house systems, dense phase pneumatic transport system and coal and limestone crushers.
Education
·M.B.A., Management, Waynesburg College, 2005.
·B.S., Business Administration, California University of Pennsylvania, 2003.
·A.S., Engineering Technology, The Williamson School, 1988.
Three-year accredited program hybridizing collegiate courses, engineering technology, and military influences.
Continued Education/Professional Development
·CPM (Certified Purchasing Manager).
·Katz Graduate School of Business (University of Pittsburgh)—Entrepreneurial Excellence program in progress.
·Harvard Law School—Negotiations and Dealing with Difficult People/Situations (three-day Senior Executive Series).
·Crestcom—Leadership Skills Series (six month program).
·Lessons in Leadership—Richard Branson, Steve Case, Ted Turner, Stephen Covey and Ken Blanchard.
·Quality Management Concepts.
·Implementing Global Sourcing—Bendorf & Associates.
·Purchasing Negotiations.
·Dale Carnegie Sales Advantage.
·David Sandler Sales Course.
·Quality Dynamics Sales Course. |
