CAREER OBJECTIVE:
Continue in a leadership role that builds on my accomplishments as one who grows businesses. Associate myself with an organization that shares the same values of initiative, responsiveness, and competitiveness, while providing an all-encompassing work enviroment for its employees and the community.
PROFESSIONAL EXPERIENCE
Ohmite Manufacturing Company, Skokie IL. 1996-Present
$37M, 600 employees, privately owned, multi-plant, passive electronic and electromechanical components manufacture. A market leader in power resistors, the product is sold to OEMs and EMS on a worldwide base through a network of Electronic Distributors and Manufacture Representatives.
President and CEO
Reporting to HEICO-Ohmite LLC with complete P&L responsibility. My primary objective was to grow the business at a 10% CAGR and achieve a 27% EBITDA within five years. Direct reports included eight senior executives, US headquarters and manufacturing plant, plus additional operations in Matamoras, Mexico and Barbados.
Accomplishments:
· Created and implemented a Five-Year Strategic Plan that grew revenues from $17mm to $37mm and operating profits from $1.9mm to $7.4mm.
· Executed competitive roll-up strategy acquiring and merging three competitive businesses.
· Closed and consolidated two US facilities expanded the offshore facility and build a new manufacturing facility in Mexico.
· Launched an aggressive new product development initiative that accounted for 10% organic growth in sales.
· Lead a management buyout and raised $35M financing in mid-cap market to buy Ohmite.
· Increased former ownership's cash out value from $20mm to $32mm.
Oak Grigsby, Inc., Sugar Grove, IL. 1992-1996
A $22M, 275 employee, subsidiary of Oak Industries, with multi-plant locations that produced rotary switches, encoders, and solenoids. Primary markets included avionics, automotive, test and measurements, medical and military.
President
Reported to the CEO of Oak Industries, complete P&L responsibility. Main charter was to grow the business 10% per year and achieve 15% R.O.S. and 35% R.O.C.E. by 1995. Direct reports included six senior executives,as well as two manufacturing plants in USA and one in Mexico.
PAGE 2
Accomplishments:
· Within three years, increased earnings from $1.5mm or 9.8% R.O.S. to $3.4mm or 15.4% R.O.S.
· Repositioned a traditional rotary switch component business into digital electronics and value-added engineering business, which accounted for $7.0mm of organic growth in revenues.
· Build a 40,000 sq. ft. state of the art manufacturing facility in Juarez Mexico.
· Introduced World Class Manufacturing concepts and established OGI as a viable business through an effective merger of two switch businesses and the optimum use of Mexico-based manufacturing.
Clarostat Manufacturing Company, Inc., Dover New Hampshire 1988-1992
A $30M, 450 employee, multi-plant, electronic passive component company. Clarostat was part of FASCO Sensors and Controls group, a unit of an international corporation of Hawker-Siddeley, PLC. Core products included potentiometers and encoders that sold into such markets as Automotive, Audio, Medical, Test and Measurement, and Military.
President 1990-1992
Reported to the group’s CEO, complete P&L responsibility. Primary goals were to achieve accelerated operating profits and return on net assets. Directed the strategic positioning of the business with five senior directors, three U.S. manufacturing sites, one Mexico site, and two unions.
Accomplishments:
· Increased profits from 10% to 15% R.O.S. by 1991. Doubled R.O.N.A. in two years.
· Implemented acquisition strategy and acquired major competitor. Became the Domestic market leader in panel potentiometer controls.
· Site consolidations and leveraging Mexico facilities achieved a 30% reduction in force while maintaining high customer service levels.
Vice President and General Manager 1989-1990
Reported to the President, complete P&L of business unit with $21M, 400 employees, and multi-plants.
Accomplishments:
· Developed and implemented a 3-year strategic plan that drove the company from a panel controls manufacturer to a digital input devices and sensor company.
· Successfully negotiated a three-year labor agreement that included job consolidations and site closures.
· Developed a senior management team focused on World Class Manufacturing and position for growth.
Vice President of Sales and Marketing 1988-1989
Reported to the President responsible developing and implementing key Marketing and Sales initiatives.
Accomplishments:
· Developed a strategic direction with a market focus.
· Introduced the Product Management concept, and launched two new major product platforms.
· Aggressively expanded Clarostat’s presences in the market and achieved a 15% increase in sales over two years.
PAGE 3
Hubbell Inc., Industrial Controls Division, Madison, Ohio 1985-1988
$20M Division of a Fortune 500 Company manufactured industrial controls primarily used for overhead crane controls.
Director of Marketing and Sales-Reported to the VPGM, direct reports included National Sales Manager with two regional offices, Marketing Services Manager, supervising 16 professionals is sales, marketing, and application engineering.
Accomplishments:
· Developed and implemented business strategy, expanding ICD market base
· Launched three new product and three derivative products accounting for 20% organic sales volume.
· Grew sales 12% over two years in a flat, mature market.
Hubbell Inc., Wiring Device Div.; Kellems Div.; Industrial Controls Div. 1973-1985
A $1.2B future 500 Company manufacturing products for the electrical industry.
Position: Various progressive and promotional operations, engineering, and plant management positions in three different business divisions of Hubbell. Experience ranged from product development, process improvement, plant start-ups, systems design, and union negotiations.
Education:
University of Bridgeport, Bridgeport, Connecticut
M.S. Management Engineering, 1975
Texas A&M University, College Station, Texas
B.S. Mathematics/Industrial Engineering, 1971
Penn State University, 1986-1987
General Management Course Study
Canfield School of Management, London, England
Managing Directors Studies, 1990
Associations:
Kiwanis International
President’s Forum
Board Member of the Fox Valley Industrial Association
A.E.A. Chapter Board
Hobbies:
Golf, tennis, racquetball, youth programs |
