Position	CEO, Divisional President, GM, Senior Executive
Location Confidential	No
Location	No preference
Willing to Relocate	Yes
Industry	Consumer-Packaged-Goods
Function	GENERAL-MANAGEMENT--CEO/COO/GM
Compensation	$200,000 to $400,000
Resume Summary
A Senior Executive leader with specific experience in marketing, manufacturing, and finance that as CEO-General Manager consistently delivered annual earnings growth of 18%. Successfully created value added innovative products for the Consumer Retail, Institutional Food Service and Food Processor channels.
Resume Body      CEO, DIVISIONAL PRESIDENT, GM, SENIOR EXECUTIVE
PRESIDENT / GENERAL MANAGER / SENIOR EXECUTIVE Strategic and Market Planning - New Business Growth - World Class Manufacturing New Product Generation - Acquisitions/Divestitures - Profit & Performance Improvement Senior Executive leader with 20 years experience in marketing, manufacturing, and financial management that consistently delivered annual earnings growth. BA and Northwestern MBA. Strengths: * Leader - Identified strategy, communicated vision, developed tactical plans, and motivated and empowered teams and individuals to grow EBITDA from $1MM to $32MM. * Marketing - Successful in identifying accelerated growth opportunities that drove revenues from $15MM to nearly $175MM. * Operating/Technical - Built up world class injection molded and thermoformed plastic manufacturing operations that delivered continuous efficiency improvements each year. * Financial Management - Initiated program to improve cash flow by $2MM per year. * Innovator - Led product development efforts which created over $50MM of market value. Company XYZ Company XYZ is a $175MM manufacturer and marketer of high-quality, injection molded and thermoformed disposable plastic food packaging to the Institutional Food Service, Consumer Retail and Food Processor markets. Branded, Private Label, and Proprietary products were developed for customers including Sysco, Bunzl, Dairy Queen, Costco, Smart & Final, Wal-Mart, Albertson's, Tyson Foods, Proctor & Gamble, etc. Executive Vice President, City of Industry, CA 1995-Present Responsibility expanded to include Corporate Chief Marketing and Sales Officer function while maintaining Divisional General Management Responsibility. Executive member Board of Directors. - Parent company went through a hostile takeover and ultimately the US Company was spun off to a private equity investment group. During this period of uncertainty, total company revenues consistently grew 8% per year and EBITDA grew 21% per year. This was achieved by keeping the team informed, but focused on exceeding budget every year. - West Coast Division revenues grew 9% per year and EBITDA grew 14% per year. - Completed a restructuring project in one division to exit unprofitable businesses and reduce the labor force by 30% and inventories by 42%. - Successfully completed two acquisitions that added $30MM in revenues using internally generated cash and no additional equity investment. - Developed a revolutionary new product that created a niche in a long-time commodity category. Revenues are on plan and projected to be $10MM per year within 3 years and $50MM within 5 years. This patented product is projected to generate EBITDA improvement of $6.8MM per year. - Investigated, analyzed, located suppliers, and began outsourcing product from China in order to expand category without having to add significant capital investment. Identified $12MM of annual sales potential in development pipeline. - Selected and successfully implemented a new information technology system with no disruption to the business. Executive Vice President Divisional Manager, City of Industry, CA 1991-1995 Promoted to West Coast Division Manager for this newly acquired $9MM operation. Goal was to achieve profitable growth with minimal capital investment in the underdeveloped west coast market. - Built a lean, effective team that grew Division revenues from $9MM to $42MM and EBITDA from $1MM to $8MM. - Implemented Conway Continuous Improvement techniques to production, financial, and customer service associates that developed a waste-reduction mindset that remains today. - Led benchmarking project targeting key operating parameters across WNA Divisions and similar industry manufacturers which lowered labor cost per pound by 17% and improved contribution per machine hour by 24%. - Reduced Workers Comp costs by $750K in the second year through an innovative safety program and focused claims management. - Initiated program to improve cash flow by creating a deduction management system and using JIT to lower inventory, reducing working capital by $2MM. - When faced with an unplanned cutback in one year's capital budget, Lean Manufacturing techniques were used to reduce production cycle times and increase manufacturing capacity to meet production requirements without the expected capital expenditures. - Created a strategic sourcing initiative to develop strong, long-term alliances with a select group of supplier partners across all Divisions. The first year results of this ongoing program reduced raw material costs by 14%. Vice President Marketing and Sales, Chelmsford, MA 1987-1991 Recruited as VP Marketing and Sales after nearly 7 years working for Tenneco, Inc. a $14 Billion dollar Fortune 15 company. Faced with a business that had the lowest market share and dwindling profits; designed, organized and implemented a significant corporate mission and culture change initiative to transition the company from a product-led sales philosophy to a customer-focused, solution-marketing methodology. - Created value added items that led the company out of the commodity segment and eventually became the market share leader. Revenues grew from $15MM to $58MM and EBIT from $600K to $8MM. - Established and met the goal to develop two major new product initiatives each year. Created a cross-functional NPD team to reduce in half the time required to move from concept to launch new items. - Added a new product range with less than $200K in capital that generated $5MM in sales and $3.2MM in contribution. Today the line is so successful that two competitors have copied it. - Created sales team accountability resulting in improved performance against defined objectives through the implementation of a territory sales plan and measuring system. - Increased sales effectiveness and intelligence with the creation of an index to measure share by strategic market area and competitive data base. - Launched the retail division by developing packaging, for what had been Food Service products, that was specifically targeted to the Club and Cash and Carry segments. Through a variety of initiatives, such as adding products targeted to the Supermarket and Mass Merchandiser sectors, the division ultimately grew to be as much as $60MM in revenues. Tenneco Inc. Tenneco was a $14 Billion international diversified conglomerate with divisions that included Newport News Shipbuilding, JI Case (construction and farm equipment), Tenneco Oil and Gas, Packaging Corporation of America (PCA), etc. Most of my time at Tenneco was spent in various analytical positions with the Packaging Corporation of America Division (PCA) which today is known as Pactiv. PCA was $200MM in revenues when I started and approaching a billion dollars by the time I was recruited to Company XYZ. Business Manager - Ekco Products Division, Wheeling, IL 1985-1987 Promoted to Business Manager while maintaining Marketing Manager responsibility for the Food Processor Market. Managed manufacturing, research & development, marketing, and sales functions of High Temperature Plastics Business that took business from a raw idea to $7MM in sales within 18 months. Marketing Manager - Molded Fibre & Ekco Products Division, Evanston, IL 1984-1985 Promoted to Marketing Manager Food Processors for Molded Fibre Products and Ekco Products Division based on role with the Ekco acquisition. Developed and coordinated all new product introductions in general purpose plastic, ovenable paperboard, aluminum, and molded fibre packaging materials to this market. Increased revenues of this $150MM business by 20% in the first year through a company/product repositioning strategy. Product Manager - Molded Fibre Division, Evanston, IL 1983-1984 Earned the opportunity to move from a corporate position to operations management based on performance as the leader of the acquisition team that purchased Diamond's Molded Fibre Division. Managed the Marketing and Sales team with first year's revenues 145% of the previous year. Senior Planning Analyst - Strategic Planning/Corporate Development Department 1981-1983 Worked with senior management in developing long and short-range plans for operating divisions. Conducted macro and micro economic analysis, manufacturing cost analysis, competitive analysis, capital expenditure evaluations and analysis of strategic alternatives. EDUCATION J. L. KELLOGG GRADUATE SCHOOL OF MANAGEMENT, NORTHWESTERN UNIVERSITY, Evanston, IL 1980-1982 Master of Management (MBA) - Marketing UNIVERSITY OF PUGET SOUND, Tacoma, WA 1976-1980 Bachelor of Arts - Economics and Mathematics CONTINUING EDUCTION - Upon graduating from Northwestern, my learning orientation caused me to set the goal to complete at least one continuing education program each year. Examples of courses completed include Stanford Advanced Management College, Harvard Executive Education - Building Competitive Advantage through Operations and Karrass Effective Negotiating
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