President / CEO / COO - Growth / Turnaround

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Position
President / CEO / COO - Growth / Turnaround
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Pharmaceuticals(Ethical)/Surgical/Medical-Equip.
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$250,000 to $500,000

Resume Summary
Senior executive and global business leader with a record of success turning around and growing multi-million dollar manufacturing companies in the defense, aerospace, industrial, medical device, and electronics industries.

Resume Body      PRESIDENT / CEO / COO - GROWTH / TURNAROUND

PRESIDENT / CEO / COO

Senior executive and global business leader with a record of success turning around and growing multi-million dollar manufacturing companies in the defense, aerospace, industrial, medical device, and electronics industries.

* Strategic Growth and Consolidation - Experienced at designing high-yield organic and acquisitive growth strategies and tactics to improve revenue, profit, organizational capability, and competitive position. Increased revenue 180% while consolidating Chemring North America strategic business units from 12 (18 sites) to 7 (13 sites).

* Team Building and Motivation - Possess the cultural agility and high communication flexibility to create inspired and confident teams, and drive change and progress. Experienced leading in union and non-union environments.

* Financial and Operational Turnaround - Turned around many underperforming manufacturing businesses, often delivering triple-digit percentage improvements across all key metrics.

* Mergers / Acquisitions / Integration - Performed due diligence on 30+ acquisition targets, executed and fully integrated 11 acquisitions for Chemring North America and General Dynamics; and led 18 technology transfers for General Dynamics.

PERSONAL MISSION STATEMENT: "Lead a life centered on the principles of integrity, service, learning, and excellence."

CREDENTIALS: B.S., Aerospace Engineering, US Military Academy at West Point; UCLA MBA; Registered Professional Engineer; Secret Clearance


AREAS OF EXPERTISE

* Profit and Loss
* General Management
* Turnarounds
* High-Tech Manufacturing
* International Business Practices
* Acquisitions & Divestitures
* Plant Start-ups & Closures
* Engineering
* Labor Relations
* Multi-Site Operations
* ISO 9001 and ISO 14001
* Lean Six Sigma
* TQM, JIT, TPM
* Hoshin Kanri
* Kaizen Teian


PROFESSIONAL EXPERIENCE

CHEMRING GROUP, PLC 2006 - 2013

Chemring Group, PLC (LON:CHG) is a $1.1B global leader with high technology products that protect military people and platforms in over 80 countries. Chemring has manufacturing operations in 8 countries.

President, Chemring North America - Philadelphia, PA

President, Chairman & CEO - CHG Group Inc. - Philadelphia, PA and Washington, DC

Chemring North America is a $580M, 1,900 employee, high technology subsidiary of Chemring Group, PLC, producing aerospace and defense protective systems for a variety of commercial and government customers. CHG Group Inc. is a US holding company for Chemring Group PLC under a US Government Special Security Agreement.

Recruited to build and grow the North American company. Oversaw 7 business unit presidents across 13 locations and the corporate senior leadership team. Delivered revenue growth, profitability, shareholder value and cash objectives through product development, acquisitions, and organic growth. Identified, acquired and rapidly integrated new companies. Built technology roadmaps, R&D capability, and product development strategies to maximize return.

* Grew Chemring North America revenues 180% (from $209M in 2006 to $585M in 2013), with 18% CAGR and 28% ROE. Growth was 89% organic and 11% acquisitive. Grew EBITDA 133% in 4 years.

* Executed 9 acquisitions, including operational due diligence, debt raising, complex carve outs, asset purchases, consolidations, and relocations, working closely with the CEO of Chemring Group, PLC.

* Captured over $2.3B in long-term contracts and ramped new radar sales to $200M/year.

* Implemented technology leadership strategy in electronics products (50% of business), and market share growth strategy in niche energetics products.

* Reduced annual costs $16M by implementing Lean Six Sigma, and consolidating / closing operating locations.

* Increased equity $230M; supported parent company raising $350M in debt.

* Reduced working capital from 86 to 58 days of sales, a 34% reduction.


GENERAL DYNAMICS 1997 - 2006

General Dynamics is a $32B market leader in aviation, land combat vehicles and systems, armaments and munitions, shipbuilding and marine systems, and mission-critical information systems.

Vice President and General Manager, Tactical Air Munitions (TAM) - Garland, TX (2003 - 2006)
Combat Systems Group, Ordnance and Tactical Systems Division

Tactical Air Munitions was a $120M, 550-employee leading high technology business unit, manufacturing high quality aerospace components, serving defense and commercial customers.

Promoted to integrate and turn around this recent acquisition which was experiencing high management turnover, quality challenges and safety problems. Held full P&L accountability. Led 13 direct reports in strategic planning, product quality and delivery, business development, finance, program management, operations, HR and EHS. Focused on expanding products, strengthening operations, quality and safety as foundation for revenue and profit growth.

* Drove TAM to be the second most profitable business unit in the division. Grew international orders from $1M to over $25M; increased key market segment sales 44%.

* Secured largest customer with first-ever long-term (3-year) contract valued at $620M.

* Reduced overhead 32% and improved efficiency 35%, saving $14.7M annually.

* Brought two products from system development to full rate production and market launch.

* Implemented Lean Six Sigma, training more than 35 Green Belts, and saving over $2M.

* Reduced injury rate by 70%; and severity by more than 85%.

* Implemented and achieved ISO certifications for environmental and safety areas.


Vice President and General Manager, Ammunition Operations - Downey, CA and Red Lion, PA (2001 - 2003)
Combat Systems Group, Ordnance and Tactical Systems Division

Ammunition Operations was a $73M, 400-employee high-technology business unit, manufacturing ammunition for variety of military weaponry, serving defense and commercial customers.

Promoted to transform the Red Lion operation, consolidate and eventually close the Downey operation, and grow manufacturing capability and revenue through acquisitions. Red Lion had high management turnover, low morale, and low margins.

Held full P&L for all operations. Led 16 direct reports across two separate leadership teams overseeing strategic planning, product quality and delivery, business development, finance, manufacturing operations, materials, engineering, HR, and EHS. Focused on lowering cost and improving organizational culture to strengthen competitive position and capture sustainable long-term contracts.

* Successfully turned around Red Lion, exceeding EBIT targets by 490%, ROIC by 528%, and orders by 222%. Reduced overhead cost 21%, a $5M annual savings.

* Slashed cost $7.4M by closing Downey operation and relocating production to 5 locations.

* Performed due diligence on 12 acquisition targets, executed 2 acquisitions, led 18 technology transfers, and divested one company.

* Negotiated long term agreement with highest margin customer and captured more than 90% market share.

* Improved workplace safety by reducing injury frequency by 65%.

* Won General Dynamics Manufacturing Excellence Award in 2003.


Director and General Manager, Downey Operations - Downey, CA (1997 - 2001)
Combat Systems Group, Ordnance and Tactical Systems Division

Downey Operations (formerly Aerojet Ordnance, then Primex) was a $34M, 150-employee high-technology business unit producing ammunition and weapon systems serving government and prime contractors.

Recruited to reverse severe top management attrition, low morale, and product quality problems, where asset utilization was less than 20%. Held full P&L responsibility and led strategic planning, revenue and margin growth, and product delivery. Oversaw leadership team and all organizational functions, with focus on sales, product development, licensing and acquisitions.

* Turned around an unprofitable operation with heavy R&D component; grew sales from $25M to $34M, profit from zero to 10%, and ROIC from -2% to 35%.

* Lowered break-even point 38% and reduced inventories 51%; saved $2M annually in overhead.

* Reduced injuries per employee 78%, down to 25% of the industry average.

* Achieved ISO 9001 certification, Six Sigma quality levels and implemented 5S, Kaizen Teian, Hoshin.


GRIFFITH MICRO SCIENCE, INC. 1990 - 1997

Griffith Micro Science, Inc. was the world's largest medical device sterilization company (now Sterigenics).

Director of National Accounts (1995 - 1997)

P&L responsibility for key global corporate accounts. Led team of 11 regional and inside sales managers in a customer-focused organization. Increased revenue 252% to $9.5M in one year. Secured over 80% of business in five-year contracts that were previously year to year. Increased largest account 600% and locked in five-year, $14M contract. Initiated customer segmentation and lifetime value analysis. Developed and implemented sales systems adopted companywide.


Plant Manager (1990 - 1995)

After turning around the Bound Brook, NJ plant; was transferred to lead 2 plants in Los Angeles, CA, while serving as project manager for the Greenfield construction of an Ontario, CA plant. Subsequently managed that plant as well.


UNITED STATES ARMY 1984 - 1990

US Army Officer, Corps of Engineers (1984 - 1990)
Captain, Task Force Engineer, EOAC Instructor, Executive Officer, Platoon Leader


EDUCATION AND PROFESSIONAL DEVELOPMENT

MBA, Anderson Graduate School of Management, UCLA, Los Angeles, CA, 1996
BS, Engineering, United States Military Academy, West Point, NY, 1984
Registered Professional Engineer (PE), Commonwealth of Virginia, 1989 (active)

Recent Training & Education:

Six Sigma Blackbelt - Aveta Business Institute / International Association for Six Sigma Certification (IASSC), Jun 2014

Penn State University / Centrestar Courses: Professional Ethics; Operations Focus; Measurement Analysis; Knowledge Management; Solar Photovoltaic Energy Systems; Crisis Leadership; Intellectual Property Fundamentals, 2011, 2013.

"Measuring & Improving Business Performance," Cornell University, 2014

"Execution is the Strategy. How Leaders Achieve Maximum Results in Minimum Time," ExecuNet / Stack, 2014

"How Great Leaders Build Trust & Get Extraordinary Results," Soundview / Glaser, 2014

"A Lean Six Sigma-Based Engineering Model that Delivers Agility, Quality, & Cost Advantages," Genpact, 2014

"Awaken Potential, Focus Leadership," Grinnell Leadership, 2014

"A Guide for Setting Direction & Managing Change," Soundview / Kerr, 2014

"Capital Raising Workshop," and "Seeking Capital from Private Equity," Private Equity Management Group, 2013

"Working Capital Simulation: Managing Growth," Harvard Business Review, 2013


Prior Training:

Six Sigma Greenbelt and Executive Champion Courses, Lean Six Sigma - VSE Corporation

Chemring Leadership Programs  University of Reading, Henley School of Management, UK

Top Graduate - US Army Atomic Demolition School

Distinguished Graduate - US Army Engineer Officer Advanced Course

General Dynamics Decathlete Leadership Program - Center for Creative Leadership

Baxter Healthcare Quality Leadership Program

Operational Due Diligence - American Management Association

California Institute of Technology Courses: Strategic Pricing, Strategic Planning, and Strategic Alliances


INDUSTRY LEADERSHIP

Munitions Industrial Base Task Force
Executive Board (2010 - 2013); Board Member (2008 - 2013)

National Defense Industry Association
Pyrotechnic Industry Representative - Industrial Committee of Ammunition Producers (2008 - 2010)

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