World Class P&L Leader - B2B Manufacturing

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Position
World Class P&L Leader - B2B Manufacturing
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Industrial-Products-Equipment-Components-Supplies
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$200,000 to $400,000

Resume Summary
Consummate Business Leader  Distinguished career in starting, growing and managing diverse and complex businesses. Strategic thinker, fact-based risk taker and skilled executer  effective in high-profile management roles making high-stakes decisions, solving difficult problems and achieving results. Stanford MBA.

Resume Body      WORLD CLASS P&L LEADER - B2B MANUFACTURING

PRESIDENT  GENERAL MANAGER  COO

P&L Leadership  Operational Excellence  Lean Manufacturing Engineered Products
Family and Private Equity Ownership  Small to Medium Size Companies or Divisions
Expertise in Driving Profits & Growth while Improving Operational Performance, Productivity & Value


PRODUCT EXPERIENCE

Automotive Components
Electrical Systems (HW/SW)
Electro-Mechanical
Structural Steel
Tubing
Specialty Paper

MARKET EXPERIENCE

Tier 1 and 2 Automotive
Construction
Aerospace & Defense
Industrial Products
Direct and Distribution

PROCESS EXPERIENCE

Assembly
Metal Fabrication
Machining
Welding
Coating
Discrete and Continuous Processes

PROFILE AND DIFFERENTIATORS

Consummate Business Leader  Distinguished career in starting, growing and managing diverse and complex businesses up to $125M. Strategic thinker, fact-based risk taker and skilled executer  effective in high-profile roles making high-stakes decisions, solving difficult problems and achieving results. Stanford MBA.

High-Value Professional  Strategic, tactical and decisive with big-picture vision and detail focused. Intelligent, quick thinking, precise, analytical, high-energy and self-motivated. Exceptional communicator and relationship builder. Seasoned negotiator and dealmaker. Outstanding corporate representative and role model. Talented Team Leader  Skilled trainer, developer and mentor of people. Respected as an influential, interactive, lead-by-example manager; successful in building and leading high-performance teams, and managing functionally and culturally diverse workforces.

Operations Management Executive  Extensive experience and exceptional success in managing multiple high-volume manufacturing, engineering and production operations. Performance improvement and process reengineering expert with vast knowledge of contemporary operations and manufacturing theories, methodologies, technologies and best practices. Customer and bottom-line focused and disciplined.

PROFESSIONAL EXPERIENCE

ARCH Global Precision Livonia, MI 2016 to Present

Report to CEO of $180M private equity owned manufacturer of precision metal components and cutting tools. ARCH markets products directly and through distribution into aerospace, defense, automotive and industrial markets.

Scope of Work & Distinctions
Challenged to develop and drive a clear strategic direction to unify and grow a group of six formerly autonomous machining businesses.

PRESIDENT  PRECISION COMPONENTS SOLUTIONS
Recruited to lead an $80M segment with a mandate to unify six disparate businesses and align them on a clear trajectory for organic growth. Expectations are to partner with businesses to define a segment mission and related strategic initiatives and use strategy deployment tools to extend initiatives into each business and define annual priorities for each that incrementally allow the businesses to achieve their long term goals.

Management & Leadership Successes
Partnered with BU leaders to develop long term financial and operational goals for the business to achieve 25%+ revenue growth while improving EBITDA margins to 20% or more.
Integrated a challenged BU into another resulting in over $700k of annual savings and streamlined production capabilities.
Led corporate brand integration effort to provide unified messaging value propositions that support the entire portfolio instead of sixteen separate entities.

Business Development, Production & Performance Results
Built a business development organization from scratch to support industrial and aerospace & defense markets and grew the five year weighted sales pipeline by over $100M in less than 12 months.
Championed lean manufacturing initiatives across the organization. Lean wins include reducing WIP by over 90% at one location and increasing machine center productivity by over 40% in another.

Plymouth Tube Corp. Warrenville, IL 2012 to 2016

Report to CEO of $250M family owned manufacturer of specialty tubes and extrusions. Plymouth markets products into the aerospace, power generation, transportation and oil & gas industries selling direct and through distribution.
Scope of Work & Distinctions
Challenged to reinvigorate lagging businesses within the Plymouth portfolio including a flat wire producer, power condenser tube business and corporate engineering.
Performance has been distinguished by stabilizing declining businesses, establishing structures and objectives for improved performance, design and implementation of new business models designed to facilitate business turnaround.

VICE PRESIDENT
Recruited to a role created to get placed into the companys senior management team for the purpose of improved business results, succession planning and managing large growth initiatives. Expectations are to reverse the trajectory of declining businesses, reestablish corporate engineering as a go-to corporate resource and execute game changing growth initiatives within the corporation.
Management & Leadership Successes
Teamed with extrusion business to establish and pitch business plan and capital justification for $40M, game changing expansion of aerospace extrusion within 90 days of conceptualization.
Stabilized power generation tubing business from free fall revenues to steady backlog within three months.
Shut down money losing condenser tube business, saving company over $500K per month of ongoing losses.
Business Development, Production & Performance Results
Implemented new corporate engineering structure, investment and initiatives that increased billable hours 50% in six months, increased sales 82% from Q1 to Q4 and created backlog for equipment rebuilds with improvements in customer satisfaction.
Reversed trend of negative margin business acceptance in power generation tubing business by focusing on high value added applications and establishing profitability models to guide quotations to profitability.
Increased backlog of power generation tubing business from $0 to $7M in four months.
Teamed to establish new market centered teams to accomplish customer and market intimacy that identifies new, value added ways to provide winning solutions to the marketplace. Leading market team focusing on new large market opportunities.

LiteSteel Technologies America, Sydney, Australia and Roanoke, VA 2007 to 2012

An Australian Company (OneSteel Ltd), LSTA was established as a $35M startup to bring dual electro-resistance weld technology to US residential and light commercial construction markets. LSTA markets LiteSteel beams in North America; $5M revenue through 2011.
Scope of Work & Distinctions
Challenged to design and launch the new business during a record-setting residential construction market compression; a situation that required careful analysis, creativity, precision focus, diplomacy and lots of old-fashioned determination.
Performance has been distinguished by over-goal infrastructure, market entry, production and safety contributions.

SENIOR VICE PRESIDENT, GENERAL MANAGER
Reporting to the Managing Director of Australia Tube Mills, I was recruited to the niche role based on prior, successful experience leading a new, value-added business operation within the confines of a large, established, commodity-based company. With little-to-no HQ direction, the performance expectation was to build both a business structure and internal culture from the ground, up  building construction, equipment commission, staffing, financial systems, banking relationships, supplier partnerships, HR and safety procedures  in preparation for US market entry.
Management & Leadership Successes
Grew the US-based executive leadership team to 7: Vice Presidents of Engineering, Marketing and Sales; Managers of Operations, Finance/Administration, Safety, Quality and Continuous Improvement. Increased full-time employees from 3 to 32 within the first 36 months.
Achieved building code compliance for entire product line in less than 6 months from submittal.

Business Development, Production & Performance Results
Quickly established a nationwide distribution footprint; increased the opportunity pipeline from $0 to $15M in 2 years.
Reconfigured market approach to a 3-pronged focus  light commercial projects, modular and panelized construction and solar array structural framing  to resuscitate declining sales in a deeply depressed residential construction industry.
Improved production yields nearly 3-fold  from <20 to 70%.
Raised residential construction product brand awareness from 0 to over 70% in 3 years through well-planned and executed media campaigns, careful selection of distribution partners and coordinated communication initiatives.
Maintaining a zero lost-time-incident record (OSHA) by instilling and reinforcing a no shortcuts safety culture.
Decertified the United Steel Workers bargaining unit in second year.

NewPage Corporation  formerly MeadWestvaco and Mead Corporation, Dayton, OH 1999 to 2007

$2B Manufacturing Company  Largest Coated Paper Producer in North America  Selling and Distributing to Large Printers, Paper Distributors, Publishers and Label Printers

Distinctions
8-year tenure is distinguished by performance-based promotion during multiple changes in corporate ownership and structure: originally the Paper Division of >$7B MeadWestvaco Corp.; sold to private equity company (Cerberus) in 2005; sale of $400M Carbonless Paper Division; and IPO announcement.
Retained and repositioned in a senior-level finance role subsequent to sale of the $400M Carbonless Division.
Recruited by divisional VP of Sales and Marketing of Carbonless Division to drive top-line growth and improve bottom-line outcomes for an internal SBU struggling in a down-turned market.

DIRECTOR  INVESTOR RELATIONS & FINANCE (2005 to 2007)
DIRECTOR  VENTURE MANAGER, New Venture (2003 to 2005)
DIRECTOR  UNCOATED PRODUCTS (2002 to 2003)
DIRECTOR  PROCESS OPTIMIZATION (2001 to 2002)
ASSOCIATE DIRECTOR  CORPORATE STRATEGY & PLANNING (1999 to 2001)

Held P&L responsibility for $125M commodity paper division and $5M startup specialty paper entity. Developed investor relations strategy and organization to support relationships with over 10 sell side debt analysts. Sold non-strategic assets including 40MW hydroelectric power facility for record multiples. Led PE owned organization through IPO process twice. Led exploration and due diligence of over 30 potential acquisitions.

Management & Leadership Successes
Teamed with CEO and other members of the leadership team in guiding four divisions  $2.5B in combined annual revenue  through the annual corporate strategy review process.
Co-led the investigation, analysis, selection and acquisition (including permitting, local government relations and contract negotiation) of new corporate headquarters site  $10M investment in 75,000+ sq. ft. facility.
Partnered with corporate and business unit leadership to analyze >30 companies (US, UK, Sweden, Germany) and >50 product grades in the specialty paper space.

Performance Improvement Results
Grew specialty paper business from $0 to >$5M and gained competitive advantage with breakthrough technology. Achieved revenue and profitability targets  breakeven within 2 years of startup.
Achieved 150% increase in revenue and 10-fold improvement in cash flow of commodity paper business by expanding existing customer relationships, opening new sales channels, rolling out new products (4 within 1 year), expanding relationships with existing customers, and acquiring new/high-performance supply chain partners worldwide.
Reduced monthly financial closing cycle by 20% and reduced headcount in finance department by 15%.

Delphi Automotive Systems  Chassis Division, Dayton, OH 1990 to 1999

$30B Manufacturing Enterprise  North Americas Largest Tier 1 Automotive Supplier  Then a General Motors Company

Distinctions
Identified as a high-potential professional; selected as a GM Fellow (2 years tuition at Stanford, books and half-salary stipend) and GM Scholar (2 years tuition at Northwestern); then heavily recruited to return to GM/Delphi Automotive Systems following completion of Engineering Masters degree at Illinois.
Key member of the team that established the Chassis Divisions first-ever grassroots lean manufacturing process.
Promoted ahead of peers and handpicked for higher-level positions in manufacturing and product management.

PRODUCTION MANAGER (1998 to 1999)
MANAGER  MANUFACTURING PLANNING & STRATEGY (1997 to 1998)
STANFORD MBA PROGRAM  GM-SPONSORED (1995 to 1997)
PRODUCT ENGINEER & PRODUCT MANAGER (1994 to 1995)
ADVANCED MANUFACTURING ENGINEER (1990 to 1994)

Held cost center accountability for production plan operations representing >$70M in annual revenue with >70 employees working on 3 shifts and 15 assembly lines. Managed manufacturing and supply chain strategies and processes in multi-site production facilities (US, UK, Australia, China, India, other countries) for $5B global division. Directed product development (prototyping, testing, manufacturing, P&L) for >$1M, high-margin suspension control program on behalf of key European customer. Managed development and implementation of new/improved manufacturing processes (lean manufacturing practices) for production operations representing $5 to $100M in annual revenue.

Management & Leadership Successes
Key member of the team that developed first ground-up lean manufacturing process for the Chassis Division.
One of a 4-person special team tasked with identifying and realizing 300% productivity improvement.
Credited with personal contributions to identifying >$100M in annual cost savings by leading the team that reengineered  via lean concepts and technology solutions  the cost estimating organization, process and team.

Performance Improvement Results
Slashed costs for manufacture of new products by as much as 25% through production and supply chain optimization.
Delivered >$2M improvement in cash flow by spearheading modern lean and capital forecasting methodologies.
Reduced labor costs for overtime by 50% (>$500k annual savings) through workflow balancing methods.
Improved equipment uptime 10% (>$250k annual savings) by introducing formal preventive maintenance program.

EDUCATION

MBA  Stanford University, Graduate School of Business, Stanford, CA, 1997
General Motors Fellowship

MS  Electrical Engineering, University of Illinois, Urbana, IL, 1990
William Grainger Fellowship; Research Assistant; accelerated (one-year) program

BS  Electrical Engineering, Northwestern University, Evanston, IL, 1989
General Motors Scholarship

CREDENTIAL & AFFILIATION

PE  State of Ohio (scored highest in the state on qualification exam), 1993
Member  Ohio Society of Professional Engineers and Surveyors (OSPES)

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World Class P&L Leader - B2B Manufacturing

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