JOHN D. STACY
936.203.5426 (cell) Houston, TX johndstacy@johndstacy.com
https://www.linkedin.com/in/jdstacy
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PROFILE
Vice President of Operations
Operations Management and Financial Management
Accomplished Business Executive with demonstrated success executing large-scale process and performance improvements that support long-term and enterprise-wide growth by integrating industry and functional knowledge in corporate strategy, mergers & acquisitions, customer relationships, technology, talent acquisitions, financial management, supply chain, and operations. A visionary who can lead a team through planning and execution of complex business strategies and developing groundbreaking insights around enhancing competitiveness and business analytics. Proven ability to achieve creative results by managing complexity and ambiguity while navigating competitive and uncharted waters in distressed, turnaround and start-up situations. A cross-functional leader who can lead teams by establishing the direction and motivating team members, creating an atmosphere of trust, leveraging diverse views, coaching staff, and encouraging improvement and innovation. Intellectual creativity and entrepreneurial spirit with a cutting edge of thought leadership.
CORE COMPETENCIES
" Strategic Planning & Execution
" Executive Management
" Continuous Process Improvements
" Enterprise-Wide Technology Integration
" Project Champion
" Change Management
" Financial Management
" Turnaround Management
" Root Cause Analysis
" Process Optimization
" Cross-functional Process Analysis
" Strategic Planning & Forecasting
" Stakeholder Management
" Business Process Re-Engineering
" Total Quality Management
" Sourcing Opportunities Assessment
" Inventory Control
" Performance Measurements
" Earned Value Management
" Customer Satisfaction
" Benefit Cost Analysis
" Sales & Marketing Strategy
" Budget Development & Management
" Mergers & Acquisitions
" Profit & Loss Statements
" Contract Development & Negotiations
" Training & Development
SELECTED PROFESSIONAL ACCOMPLISHMENTS
Executed a Turnaround through Reengineering and Continuous Improvement Strategies. Developed a SWOT analysis and implemented a strategic plan. Led the end-to-end performance and delivered continuous improvements across tiers and traditional functions such as marketing, sales, and supply chain. IMPACT: Increased sales by 10% in the 1st year & 12% increase in the 2nd year; increased margins by 10%; increased profit from 2M to 8M; sharpened the companys competitive advantage
Generated Sustainable Growth through Continuous Quantity, Quality, and Safety Improvement Strategies.
Defined, managed, and measured operational processes. Implemented process documentation, compliance, performance measurements and communication methodology. Analyzed process silos by contributing to an understanding of how processes interact and impact one another and customers. IMPACT: Increased profitability by $5 million; achieved operational excellence, optimized processes
Spearheaded the Modernization of Corporate Benefits & Training throughout the Organization. Led a team to work with outside vendors to implement an annual review process, corporate benefits, on-boarding, online training, and recruiting process. Evaluated and reviewed the process design and implementation. IMPACT: Reduced turnover from 170% to fewer than 50%; deceased cost of benefits by 18%; added additional benefits including vision, dental, life, and 401-K
Chaired the Redesign of the Supply Chain System for Two Merging Companies. Collaborated with both companies with documented processes, managing costs, adopting standards for supply chain systems and improving supply chain relationships. IMPACT: Achieved business optimization through closing over 30 warehouses in the US; established 5 regional hubs; cost savings; operational excellence
Led an Effective ERP (Oracle) Implementation Strategy. Led a team and collaborated with the CIO to evaluate the environment, discover challenges and opportunities, determine what activities are needed to fully develop a strategic roadmap. IMPACT: Achieved a successful implementation which was 7 months ahead of schedule; achieved cost savings; achieved 99.5% conversion accuracy
Managed Corporate Operational Financial Strategy and Decision Making to Increase Shareholder Value. Led the operational planning, operational strategies and other operational initiatives through a 3 year project. Oversaw policy-making, integration of mergers & acquisitions, training management, and risk management. IMPACT: Completed the project on schedule and under budget; continuous process improvement; established performance measurements; improved budgeting and forecasting
TECHNICAL SKILLS & APPLICATIONS
ERP Systems Oracle; Six Sigma Yellow Belt, Financial Management Certification; API & NS-1 Certification Leadership
EDUCATION
Master of Business Administration
University of Dayton, Dayton, OH
Bachelor of Science, Restaurant Management
The Ohio State University, Columbus, OH
JOHN D. STACY
936.203.5426 (cell)
Page 2 johndstacy@johndstacy.com
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PROFESSIONAL EXPERIENCE
COMMAND ENERGY SERVICES, Houston, TX 2013 2015
A leading worldwide supplier of drill pipe and drill stem accessories including API, IRP and NS-1 specifications
CEO, Chief Executive Officer (2014 2015)
" Developed and implemented the strategic plan, optimizing processes, and accomplished the financial goals of the company.
" Developed an organizational foundation of performance thru the use of consistent performance metrics.
" Evaluated on-going operations with a focus on process optimization and developing a measurement system to communicate the organizations progress to the goal. Reported to the Board of Directors
" Responsible for leading all aspects of this international oil and gas business including sales, manufacturing, quality, engineering, safety, human resources, and accounting.
" Built a new team, setting a change environment, and executing on the 5 year plans.
" Spearheaded improving sales processes, increasing quality production output, communication, and developing an organizational foundation of performance.
COO, Chief Operating Officer (2013 2014)
" Led the company including the 100 employees and improved the shareholder value.
" Analyzed the performance of the manufacturing organization and implementing plans to improve product out-put, quality, and safety.
" Optimized processes, and accomplished the financial goals of the company.
" Evaluated the manufacturing and financial performance on a daily basis.
" Developed performance plans for key employees to drive the expected results.
" Analyzed employee turnover and improved benefits and training to decrease.
" Evaluated the manufacturing and financial performance on a daily basis.
" Developed performance plans for key employees to drive the expected results.
RICOH, Houston, TX 1999 2013
Specializes in office imaging equipment, production print solutions, document management systems and IT services.
Regional Director Supply Chain (2009 2013)
" Led the organization, 320 members strong, controlling a $30 million product inventory and $35 million budget.
" Directed supply chain operations for the $400 million, 21-state Central U.S. Region.
" Managed inventory and order flow (from product receipt to custom configuration to customer delivery) encompassing warehouse/distribution operations. Managed up to 75 ends of mile trucks and 3rd party truck vendor relationships.
" Established process standardization, continuous improvement, cost reduction, production quality, companywide initiatives, reverse logistics, and pick, pack, ship operations for both Customer direct and dealer business.
" Managed inventory and order flow (from custom configuration to customer delivery) encompassing warehouse/distribution operations in six major cities.
Vice President of Operations, One Platform (2005 2009)
" Provided operational leadership of the $100 million, enterprise-wide implementation of the One Platform Oracle CRM/ERP system.
" Managed the end-to-end process development, training, and implementation for back-of-house operations, including supply chain, call center, order processing, collections, and service billing.
" Developed and measured gating factors for stabilization. Developed implementation plan for new system and evaluated performance to the plan. Communicated to the organization.
" Was a member of the One Platform Steering Committee - this committee was comprised of the CEO, CFO, CIO, Senior VP of Operations, and VP/Controller, providing operational oversight/C-level support to initiative.
Vice President of Field Operations (2002 2005)
" Restructured and consolidated into a customer care center within the field operations.
" Led the Central Region of the company to transition from a holding company with 450 acquisitions to an operating company.
" Managed the call center, billing, collections, order processing, and supply chain.
" Directed the organization of 1,100 employees with a budget of $62M.
" Served as an integral member of the Six Sigma Steering Committee tasked with prioritizing and coordinating 200+ projects, ensuring each remained on track to generate savings.
Vice President, Shared Services (1999 2002)
" Developed and led a $24M Shared Services Center to centralize accounting operations.
" Led migration teams in orchestrating culture change/adaptation and implementation of system, training, and hiring.
" Presented outstanding leader award by the CEO in 2000. |
