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Operations Vice President Resume
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| Desired Industry: Manufacturing |
SpiderID: 6145 |
| Desired Job Location: Tucson, Arizona |
Date Posted: 3/22/2006 |
| Type of Position: Full-Time Permanent |
Availability Date: 03/01/2006 |
| Desired Wage: 90000 |
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U.S. Work Authorization: Yes |
| Job Level: Executive (President, VP, CEO) |
Willing to Travel: Yes, 50-75% |
| Highest Degree Attained: MBA |
Willing to Relocate: Yes |
Objective:
Startup / Turnaround / International Operations Management
Visionary and results-driven executive offering 15 years of
experience and success in directing operational growth and
profitability in both domestic and international corporations.
Valuable depth of leadership, engineering, and production expertise.
Recognized change agent with documented abilities in startup and
turnaround operations. Deliver strong and sustainable improvements in
efficiency, productivity, customer satisfaction, and profits.
Confident decision-maker. MBA and advanced engineering degrees.
Increased service revenue from $800K to $1.6M with a 48% profit
margin in three years.
Experience:
Rain Bird Corporation, Tucson, AZ, 2003 - 2006
$1B global manufacturer of irrigation equipment, specializing in
agricultural, golf, commercial, landscape drip, accessories,
contractor, and consumer products, with 4,000 products sold in 130
countries on six continents.
National Services Manager and New Business Development Manager
Recruited to relocate technical services operations from California
to Arizona, realizing $100K in annual savings while improving
productivity 28% due to process improvements. Led 100% service
revenue increase. Manage P&L responsibility for Golf and Commercial
service businesses. Direct staff of four, an indirect staff of 24,
and a field support team of three direct and two indirect.
* Doubled service revenues to $1.6M in less than three years,
increased customer satisfaction by 18%, and achieved 80% renewal rate
by applying Six Sigma principles to uncover customer needs and Lean
Manufacturing to reengineer support processes.
* Bypassed complicated internal product development process and
negotiated OEM and private label agreements to release three new
product lines that represented 75% of all new products introduced by
Golf Division in 2004.
* Responded to constant inventory shortage of high-dollar
electronic boards by developing exchange program with technical
support center to stock large quantities for overnight shipments.
Increased sales to almost $250K annually after only two years.
* Re-engineered support processes and instituted Best Practices,
which increased productivity by 23%.
Pindar Set, Inc., King of Prussia, PA, 2001 - 2003
US subsidiary (with annual US sales of $112M) of Pindar Set Limited,
and sole pre-press supplier to Yell Group Worldwide, the seller of
Yellow Book USA advertising which publishes 897 directories in 46
states.
Director of Operations
Managed startup and pioneered operations in the USA and India.
Designed infrastructure and implemented all processes and procedures.
Hired and trained staff of over 125 for US operations and managed
build-out, hiring, and training of over 125 employees for India
operation. Began operations on three continents in 24 months with $6M
operating budget.
* Increased productivity from 200 to 2,000 units per day in four
months by utilizing Lean and Six Sigma methodologies that also
increased on-time delivery from 79% to 99.4%. Turned first-year
anticipated loss into $1.2M in profit on $12M in revenue.
* Replaced labor-intensive manual document storage system by
teaming with strategic business partner to implement digital document
storage system that reduced retrieval time from hours to seconds
while providing over 98% reliability.
Oldcastle, Inc., Atlanta, GA, 1998 - 2001
US subsidiary (with $8B in annual US sales and 900 locations) of CRH
plc, a global Irish building products company.
Vice President / General Manager and Assistant Vice President of
Business Development
Managed multi-plant operation, with full P&L responsibility,
generating $17M in annual sales with 40 employees. Directed team in
manufacturing, distribution, inventory, purchasing, sales/marketing,
accounting, and training.
* Led turnaround of $12M manufacturing plant construction project
$500K over budget and four months behind schedule. Crashed timeline,
eliminated four months, and value-engineered facility with vendors
meeting daily and weekly. Finished construction on budget, saved
$500K in cost overruns, and began manufacturing only two months
behind original schedule.
* Directed $16M in corporate acquisitions and $27M in capital
investments that generated $5M in profits the first year.
* Centralized ordering, inventory, and distribution of eight
Western division plants that eliminated $1M in annual shipping/yard
expenses and improved customer service.
Air Products and Chemicals, Inc., Allentown, PA, 1997 - 1998
Global producer of gases and specialty chemicals with annual sales
of $9B and 40,000 employees.
Financial Analyst - Polyurethane Chemicals
Maintained financial reporting, including variance to plan,
analysis, market research, and database development for all levels of
management.
* Teamed with marketing and sales to develop a cost and pricing
model and select additional products for production at underutilized
chemical plant.
* Created new database to compare financial and operating
performance against budget and standards that reduced the analysis
and report preparation time from three days to less than one,
resulting in a 70% time savings.
Advanced Modular Power Systems, Inc., Ann Arbor, MI, 1992 - 1997
Founding member of high-technology startup conducting research,
development, and commercialization of promising technologies.
Marketing Director and Research Engineer
Developed strategic business plan, created advertising, promotional
materials, conducted market research, cultivated and developed new
business, and formed strategic partnerships.
* Facilitated company growth from $250K and three employees to $20M
and 80 employees in 8 years through implementation of corporate
strategic business plan and marketing initiatives.
Education:
MBA in Marketing and Finance, 1997
CORNELL UNIVERSITY, Ithaca, NY
MS in Mechanical Engineering, 1995
UNIVERSITY OF MICHIGAN, Ann Arbor, MI
BS in Mechanical/Industrial Engineering, 1990
CLARKSON UNIVERSITY, Potsdam, NY
Skills:
* International Operations Management
* Manufacturing Management
* Strategic Planning & Execution
* Engineering & Technology
* Quality & Performance Improvement
* Executive Leadership
* Project & Program Management
* New Business Development
* Business Process Re-engineering
* P & L Management
Additional Information:
Certified Six Sigma Green Belt and completed 5S; Cellular and Lean
Manufacturing training
Candidate Contact Information:
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