PRESIDENT / CEO – GENERAL MANAGER / COO
WWB, Alvin, TX 2002 – Present
President/Consultant
Established a private consulting firm specializing in business consulting, strategic planning, and project management for small businesses, cities and municipalities, and not-for-profit organizations. Projects included:
* Alvin Hike and Bike Trail – Project manager for a $2.65 million joint federal, state, and city funded project for the City of Alvin. Responsible for coordinating between agencies, and overseeing design, engineering, and construction. Phase 1 and 2 of the project were completed on schedule and below budget. Phase 3 is in the preliminary engineering stage and on schedule.
* Alvin Historical Museum – Assumed responsibility of project manager for a City of Alvin renovation project after initial bids had been received. Since the lowest bid exceeded funding by 136%, I revised the scope and negotiated reduced construction costs. Completed renovation on schedule and within the original budget of $400,000.
* Santa Fe Depot – Project manager for a City of Alvin historic preservation of 100-year-old train depot. Coordinated with architect, prepared bid package, and monitored the restoration by the contractor. This $428,000 project was completed ahead of schedule and below budget.
* Non-Profit Projects – Project manager for construction of a $1.2 million gymnasium and pizzeria for a youth camp and school. Both buildings completed on schedule and within budget.
* Multiple Chemical and Energy Projects – Drafted a strategic plan for recycler of spent oil; prepared an equipment needs assessment for plastic recycler; prepared cost/payback analysis on an expansion of processing line; and inspected, evaluated (per ASME code requirements), and procured used pressure vessels for independent chemical producer.
G. A. MOSITES COMPANY, Alvin, TX 1989 – 2002
President/CEO
Accepted ownership position in this pressure vessel fabricator. Company manufactured ASME Code, API, AWWA and non-code vessels, fabricated pipe, tanks, towers, stacks, and processing vats for the chemical and refinery industry. Products sold worldwide to Fortune 500 chemical and refinery companies and engineering/construction companies.
* Developed a five-year strategic plan and reorganized company severely challenged by steel plate tariffs and increasing foreign competition. Reorganization included sales, customer service, engineering, estimating, and manufacturing. Reduced response time to customer’s RFQ by 50%. Expanded sales department by adding manufacturer’s representatives to complement direct sales force.
* Established Lean Manufacturing principles. Introduced supplier partnering and Six Sigma methodology to assist in evaluating all business processes. Implemented MRP and JIT inventory controls and we reduced days in inventory from 126 days to 47 days. We cut overtime by 38%, decreased WIP cycle time by an average of two weeks, and improved labor efficiency by 21%. Adapted our ASME quality control manual to conform to ISO 9000 certification requirements. Focused emphasis on building in quality, reducing welding defects by 140%.
* Evaluated and purchased company wide integrated computer system linking together all functions except the technical functions of engineering. Installed AutoCad drawing system replacing manual drawings. Created a customer order tracking system that provided up to the day status reports on all customers’ orders.
* Established a safety program, reducing annual reportable accidents from 28 to 3. Received an OSHA designation as a “STAR” facility.
* Increased sales by 360% in seven years and EBIT by 30 times 1989 levels. Implemented cash management program to improve cash flow, avoiding the use of working capital line of credit for over ten years. Restructured bank debt and negotiated 1-½ point reduction in interest rate.
TRINITY VALLEY IRON & STEEL CO., DIV. OF MCWANE INC., Fort Worth, TX 1982 – 1989
President/CEO
Recruited to lead the turnaround of a near bankrupt 50-year-old manufacturer and distributor of gray and ductile iron castings, employing 390 people, with annual revenue of $16 million. The principal product line was water main fittings, sold through a nationwide network of water works distributors. The company had plants in Texas and New York, with losses of over $5 million in the previous three years and a negative cash flow of $750,000 when hired.
* Reorganized the company and consolidated the two plants into one. Reversed negative cash flow and in one year eliminated the high interest rate working capital note. Restructured long- term debt with two major banks, further improving cash flow.
* Spearheaded cost reduction initiatives, eliminated unprofitable product lines, and established out-sourcing procedures. Instituted MRP and JIT inventory controls resulting in inventory turnover increasing from 3.0 to 8.2 turns annually.
* Implemented a training program for supervisors and employees and helped transform the employees into a positive and highly motivated work force. The results of these employees’ efforts were a 22% decrease in labor expense and a 32% decrease in G&A and sales expense.
* Turned around company, breaking even in the first year. By ‘84 sales volume had increased 25% to $20 million with EBIT of $1.0 million. In ‘85, NPAT was $1.8 million.
* Negotiated the sale of the company to McWane, Inc., a $750 million+ market leader in the water works industry, in ‘85. Retained by McWane as President of the new division with full P&L responsibilities. In ’88, assumed responsibility for a second plant (300 employees) in Alabama.
* Implemented a culture of customer service by instituting annual personal visits to distributor, and establishing a customer survey to improve feedback. As a sales team we improved customer loyalty and satisfaction, as measured by surveys.
* Reduced scrap-casting rates from an average of 300 to 60 castings per day by establishing a daily quality review team. Initiated the product line change from gray iron to ductile iron castings.
* Supervised the design of a new plant layout and the purchase and installation of $1.75 million of capital equipment.
* Directed the company’s labor contract negotiating team during two contract extensions with the AFL/CIO representatives without any labor disruptions.
* Increased sales at an average annual rate of 10.2%, to a sales level of $32.5 million by ‘89. Consistently achieved or surpassed all of McWane’s performance objectives, including market share increases, despite increasing competition from importers of foreign water main fittings.
PVI INDUSTRIES, INC., Fort Worth, TX 1975 – 1982
Vice President / Operations – PVI (‘80-‘82)
COO – Mid-Texas Manufacturing (‘80-‘82)
Vice President / Manufacturing (‘76-‘80)
Material Control Manager (’75-’76)
Recruited by M. J. Neely, namesake of Texas Christian University’s School of Business. Rapidly promoted to Vice President / Operations with full P&L responsibility for two plants, quality control, engineering, customer service, and transportation. PVI manufactured commercial industrial water heaters, boilers, and heat exchangers, with 200 employees. Sales were worldwide through manufacturer’s reps and a direct sales force.
Member of senior management team since ‘76. Also served as COO of a subsidiary, Mid-Texas Manufacturing (a manufacturer of sheet metal and machined parts). Had full responsibility for subsidiary sales force management.
* Contributed to sales growth, increasing sales from $5.5 million in ’76 to $20.5 million in ’82, with NPAT reaching $3.76 million. Reduced cost of goods sold by 27%.
* Proposed and supervised modification of the large tank assembly line, more than doubling the daily output on line and reducing weld defects by 51%. Implemented the standardization of wiring on electrical heaters, enabling the use of prefabricated wiring harnesses and reducing assembly labor hours for electric unit by 22%.
* Supervised the installation of a new $0.75 million plating line, doubling plating capacity and improving the quality of plated tanks significantly enough to allow sales department to offer the industry’s first limited life-time warranty on nickel plated heaters.
* Instituted and led the automation of purchasing and inventory operations and implemented MRP and JIT inventory controls, resulting in increased inventory turns from 3 to 8 turns a year.
* Introduced continuous improvement and quality management programs throughout the organization resulting in 32% reduction in waste and significant improvement in customer satisfaction.
* Turned around subsidiary in six months reaching profitability for the first time in five years. Reorganized plant, established standards, set goals, and instituted accountability for performance. Hired and trained a new sales staff and estimators. Identified and focused sales effort on penetrating two previously untapped markets – computer hardware manufacturers and defense contractors.
* Increased subsidiary sales 75% to $4.2 million between ’80 and ’82. Daily production efficiency increased 37% and EBIT reached 15.1% of revenue in ’82.
INDUSTRY / COMMUNITY LEADERSHIP
Industry Leadership
President/Board of Directors – Houston Area Steel Plate Fabricators Association of Houston
President/Board of Directors – GA Mosites Company
President/Board of Directors – Trinity Valley Iron & Steel Company
Board of Directors and COO – Mid-Texas Manufacturing Company
Board of Directors – Stafford Metal Works
Board of Directors – Research Equipment Company
Board of Directors – PVI Industries, Inc.
Member of ANSI/AWWA C110 Fitting Committee and the Ductile Iron Pipe Research Institute Technical Committee. Through these committees, helped write water works industry standards for fittings, castings, and pipe.
Extensive knowledge in the use of ASME, AWWA and API standards. Proficient in the requirements of ISO 9000 certification for manufacturers.
Civic Leadership
Chairman of the Board – Alvin-Manvel Area Chamber of Commerce
Treasurer/Executive Committee/Board of Directors – Alvin Economic Development Foundation
Board of Directors, Rotary Club of Fort Worth
President/Board of Directors – Alvin Noon Lions Club
Board of Directors – Boy Scouts of America-Bay Area
President/Board of Directors – Tour de Braz Annual Bike Race & Ride
EDUCATION
TEXAS CHRISTIAN UNIVERSITY, Fort Worth, TX
M.B.A. Program – Finance, M.J. Neely School of Business, 1974 – 1975
B.A. – Management, 1974
Multiple courses in Industrial Engineering
MILITARY
Captain and Senior Aviator in United States Army and Texas National Guard. Held numerous leadership positions including Platoon Commander and Aviation Company Commander. Master Flight Instructor. Honorable Discharge, 1983. |
