Director of Engineering

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Director of Engineering
Location Confidential
Southeast USA
Willing to Relocate
$100,000 to $200,000

Resume Summary
Successful people leader with combined Engineering and General Management experience. My track record includes developing facilities, systems, and high performance teams, in medium to large plant operations. My experience spans several consumer product segments.


An experienced people leader, with a demonstrated record of developing highly effective teams, which deliver exceptional results. Focusing on process improvement, team building, and innovative product development, I deliver solutions using sound capital and expense budget management working in a collaborative environment. I achieve results by selecting and training team members to meet customer expectations and deliver financial goals.

Work Experience
Global Leader in Commodity Produce and Value Added Fresh Foods, 1995 to Present

2009 to Present, Director of Engineering
I was promoted into this role to lead the transition of the North America Engineering department into a multi-functional team, to support a broad range of product innovations.

I restructured the team to improve staff development around three core competencies: Process, Packaging, and Project Engineering. We developed and implemented standard processes to improve support for both capital project execution, and the introduction of technology solutions for a network of facilities.

Major accomplishments include:
" Successful completion of $57mm brown field renovation, to consolidate three facilities into one. The facility has received LEED Silver certification, as it delivered in excess of $700k in energy and water savings. It was the single largest project in company history.
" Improved capital planning, execution and forecasting, of an average annual investment of $25mm. Improved spending forecast accuracy from +/- 15% to 3%, schedule compliance improved by 15%, and reduced expense on capital.
" Developed proprietary film and packaging processes, numerous new products and a patented process for the blending and application of a sanitizing agent.

2006 to 2009, Plant Manager
I was promoted into this role to turn around a facility with approximately 1000 employees, generating $300mm in gross revenue sales, which had recently been acquired, but was struggling. The facility was experiencing quality and service issues, and several hot line complaints from frustrated employees.

I made several organizational changes to better align staff talent and established an expectation of accountability with regular metric reporting by staff members. Under-performing staff were exited from the organization when it became clear they would not meet the expectations of their roles. I initiated weekly meetings with randomly selected hourly employees to re-establish trust of the management team.

Major accomplishments included:
" Rebuilt staff into cohesive team increasing retention of both hourly and salary employees
" Improved safety, quality and financial performance of the facility as indicated by a 40% reduction in OSHA recordable incidents, a 30% reduction in consumer complaints, an 11% reduction in cost of goods sold, and an increase of 35% in perfect orders to customers.
" Increased EBIT from $16 mm, 6.1% of revenue to $52 mm, 17.0% of revenue

2002 to 2006, General Manager
I was promoted to this role to essentially manage the start-up a new production facility with 300+ employees, which generated $50mm in gross revenue sales, with P&L responsibility. Although in operation for about a year, this recently acquired facility was falling well short of multiple performance metrics including financial, service, and safety, and was on probation with three of its top four customers.

I re-launched the MRP II program with an extensive data scrub and personnel training. I quickly filled open management positions and made several organizational changes to better align skills with responsibilities. I conducted monthly meetings with the entire management team, and quarterly meetings with the entire plant to review performance against targets. I rationalized the customer base and product offerings around profitability and strategic goals.

Major accomplishments include the improved safety, quality and financial performance of the facility as indicated by:
" 60% reduction in OSHA recordable incidents
" EBIT improvement from $4.1mm negative variance to $2.6mm positive
" Elevated to #1 or #2 vendor / supplier for top QSR customers
" Five of seven direct reports promoted

2001 to 2002, Plant Engineer (Temporary Position)
I accepted this temporary position in my home town to help a sibling provide support for our critically ill father. I led a multi-craft maintenance team, and managed capital projects with an annual budget of $8mm.

Major accomplishments included:
" Supported multiple cost improvement projects
" Improved equipment availability through improved PM and summer shutdown program

1995 to 2001, Plant Engineer
I was recruited as part of the team to complete a brown field renovation and start-up of a production facility with 500+ employees, generating $90mm in gross revenues. We completed the facility renovations in seven months. I recruited and trained the maintenance staff and technicians. I introduced Total Productive Maintenance and Computer Maintenance Management Systems to the facility and company.

Major accomplishments included:
" Renovation and start-up of state-of-the art food processing facility
" Improved quality and productivity of facility by 30%
" Introduced multiple new products and product improvements

1993 to 1995 Rich SeaPak Corp., St. Simons Island, GA, Maintenance Team Leader
I led a multi-craft maintenance team, managed capital and plant process improvement projects, which included equipment selection and installation.

Major accomplishments included:
" Conducted multiple Mission: World Class training for salaried and hourly employees
" Reduced maintenance labor by 30% while improving line up time and throughput

1981 to 1993 Early work history includes progressive engineering career development in experience and responsibility from entry level staff position through product design, project management, and departmental management. Employers included Cooper Industries, Michelin Tire, and Albany International.

Undergraduate Education
BSME Gannon University, 1981

Post Graduate Education
Mid-Management Program, Georgia Institute of Technology, 1999

Certified Plant Engineer, CPE, Association of Facilities Engineers, 1998

Professional Training

Various function-specific training programs with a focus on:
Effective Team Building, Effective Facilitation Skills, MRP- Top Management Course, Project Management, TPM, Advanced Statistical Topics, Process Improvement, and Leadership Fundamentals.

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