President, VP, COO (219892) International, Multi-Site Manufacturing / Machining, Stamping, Forging, Extrusion, Casting, Foundry, Assembly / Will Relo
Senior Manufacturing Leader with an exceptional track record of cross-functional success, in both manufacturing and distribution organizations. His metrics-driven approach in Corporate Level, Business Unit, General Management, Commercial, and Operations executive roles has allowed him to realize revenue growth, profit optimization, and market share gain across multiple industry segments. He has provided leadership for plants in the US, Canada, Mexico, the UK, Dubai, and Singapore. This highly recommended “Game Changer” thrives in executive leadership roles in organizations driven by a strategy of growth and increasing shareholder value. . He has turned around failing operations, and consolidated and relocated plants. His track record of improving profits, margins, and costs is in a word, IMPRESSIVE!
He has the experience to quickly understand an objective, develop a vision of how to meet the objective, evaluate the current gaps, and design a plan to meet future expectations. He is a leader who works across functions to maximize understanding and accelerate results while building strong teams and creating organizational buy-in. This Game Changer is now actively looking for a new manufacturing leadership role and will relocate! Don’t snooze or you will lose! His notable experience includes:
• Completed organization restructuring to improve the alignment of Demand Creation (Strategic Account Management / Marketing) and Demand Fulfillment (Supply Chain & Operations).
o The outcome resulted in a 50% reduction of inventory ($100 mil)
o Simplification of product offering and consolidation of strategic vendors
o Turns improvement to 2.4X from <1X
o ROA improvement from approx 2% to approx 12%.
• Recruited as part of rebuilding initiative to align the business structure with revenue and profitability expectations.
• Restructured organization to focus on increasing “order velocity” and improving cash generation.
• Completed rationalization initiatives to reduce facilities, customers, and suppliers to drive efficiency and improve profitability.
• Assumed commercial leadership role in executing consolidation plan to close 3 facilities and develop operational management restructuring plan for one of two remaining domestic manufacturing facilities.
• Resulting process improvements increased quote on-time response from 30% to sustained +92%.
• Processes included precise machining, electromechanical assembly, EDM, CNC, drilling, Investment casting, and die casting.
• Recruited by new President into 95-year-old, $700 mil annual revenue organization, as part of an initiative to restructure the company to align with target market growth strategy while building a culture of team collaboration and customer-focused operational efficiency.
• Responsible for providing strategic and business P&L management direction for global $150M Valves and Actuation business unit.
• Business Leadership – President / COO of a $110M. company.
• Revenue Growth – Led Oil & Gas market penetration initiative resulting in $525 mil. of incremental sales.
• Profitability Improvement – Improved results through inventory reduction, pricing, and cost management.
• Transformational Change – Completed restructuring initiatives resulting in revised “Go to Market” strategies.
• Acquisition Integration / Divestiture – Due diligence completion and integration / sale for three transactions.
• Leading Multiple Site Manufacturing Operations
• Toll Manufacturing
• Component Manufacturing
• Assembly Operations
• Steel Manufacturing Operations
• Foundry Operations
• Metal Forging Operations
• Metal Finishing Operations
• High Volume Machining Operations
• Stamping Operations
• Extrusion Operations
• Welding Operations
• Fabrication Operations
• Assembly Operations
• Heat Treat Operations
• Paint/Coating Operations
• Painting Operations
• Packaging Operations
• Warehousing Operations
• Distribution Operations
• Oil/Gas Refining
• Turning Around Non-Profitable Operations
• Plant Consolidations / Relocation
• Optimizing Manufacturing Processes
• Improving EBITDA
• Increasing Margins
• Developing Cost Effective Manufacturing Processes
• Implementing Lean Manufacturing Methods
• Reducing Overtime / Labor Costs
• Reducing WIP Inventories
• Continuous Process Manufacturing
• Implementing Continuous Improvement Programs
• Creating Strategic Business Plans
• Effectively Managing Working Capital
• P&L Responsibility
• Growing Sales / Winning Contracts
• Improving On Time Delivery
• Reducing Setup / Changeover Times
• Scrap Reduction
• Capital Planning for Equipment Upgrades / Technology
• Implementing New Technologies
• Developing Business Unit Strategies
Education
• Bachelor of Science – Industrial Engineering / Purdue University – West Lafayette, Indiana