A highly talented multi-disciplinary operations executive with demonstrated success in all areas of general management, business unit management, strategic planning, P&L, financial, Lean implementation, and staff leadership & development. Over 25 years of operations and manufacturing leadership in industries ranging from OEM manufacturing to custom job shop to health care services with revenues ranging from $5 million to $125 million. Dominant, Influential personality, competitive, demanding, determined, strong-willed, purposeful and focused on results.
Director of Operations
February 2013 to November 2013
o Hired as a cultural change catalyst with extraordinary leadership abilities to lead operations by introducing and creating a universal LEAN culture. Assumed responsibility for all Company operations to create and restore operational discipline and accountability.
o Key results: Improved on-time delivery performance from 85% to 95%. Continued 5S initiatives plant-wide to make layout improvements to increase throughput and flow. Made 4 key hires to strengthen operating team and build infrastructure for continued growth. Reduced scrap/rework and cost-of-quality by 15%.
March 2012 to February 2013
Founded and guided this private consulting practice focusing on providing strategic planning, cost-containment and operational solutions to the small business community
November 2011 to April 2012
(RMC was a $28M rotational plastics molder).
Improved net profits from 10% to 28%+ (~ $200,000 per month to over $400,000 per month) in less than 4 months as a result of complete cultural, process, and operational overhaul.
Increased plant output 38% in 4 months resulting from strong leadership and restoring discipline.
Prepped company for sale and prepared for transition to new ownership. Teamed with Bank transition team to optimize financial position including maximizing cash, minimizing debt/liabilities, and exhibiting all assets in best possible position. Directed sensitive transition strategy with all major customers (aerospace, defense, military) to assure continuous flow of product. Ramped up production output by 30% to clear backlog. Provided critical leadership to employees during stressful time. Completed sale of firm and transfer to new owners.
Director of Operations
2003 to 2011
(DMS is a $100 million provider of nationwide mobile diagnostic imaging services).
Hired as Regional Operations Manager and promoted to Director of Operations for the $20 million Minnesota operating unit.
Assumed control of Minnesota region to impact stagnant profit operation. Applied Lean principles, and new operational and administrative procedures, hired and trained new staff, and instituted aggressive new business development program. Result was increase in annual revenue from $8 million to $12 million with a $1 million reduction in operating costs (30%) within a 2 year period improving profits from break-even to $2.4 million annual.
Designed and executed a new staff training/incentive program to increase productivity, decrease turnover, and improve moral. Result was 75% reduction in staff turnover and savings of $230,000 in annual employee replacement costs. Program was adopted as corporate wide model.
2001 to 2003
(AEC was a $125 million manufacturer of custom foam packaging components and erosion control products).
Hired as Operations Manager, promoted to General Manager with full P&L responsibility for $5 million MN plant operations.
Created and implemented profit improvement strategies incorporating Lean/Continuous Improvement methodologies. Instituted just-in-time supply chain management systems along with staffing and facility management changes. Result was $275,000 annual reduction in operational costs and a corresponding 28% reduction in TAKT time (through-put) from 7 days to 5 days.
Created and implemented revised production method for one product which resulted in 200% increase in production output and 40% lower cost saving $550K.
1992 to 2001
(SSM was a $35 million manufacturer of commercial and institutional metal furniture).
Hired as Materials Manager, promoted to General Manager with full P&L responsibility and all plant functions. Bench-marked plant performance and established key performance indicators.
Assumed full responsibility for the $18 million Minnesota facility. Initiated and implemented reorganization/profit improvement plans throughout facility. Implemented Lean/Continuous Improvement methods to improve overall plant efficiency and profitability. Result was to increase annual profits from $1,800,000 to $2,300,000 within 2 years.
Negotiated several new union contracts resulting in consistent direct labor resources at acceptable cost.
Implemented new supply chain management system, including implementation of vendor management standards, and negotiated a fixed-cost consignment inventory system. Result was 35% reduction in inventory costs over the first 3 years saving $300,000.
1990 to 1991
Contract aerospace, defense, CNC computer and sheet metal components manufacturer
1988 to 1990
Portfolio company with six divisions ranging from printing to OEM manufacturing
1987 to 1988
Contract aerospace and defense machining job shop
1980 to 1986
Manufacturer of DC servomotors and electronic controls serving robotic, medical and computer industries.
Mini-Master of the Lean Enterprise
2012 to 2012
Bachelor of Arts in MATHEMATICS
leadership, team building, financial management, strategic planning, staff management, P&L management, cost containment, process improvement, operations management, enterprise leadership, change leadership/change management