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Click here or scroll down to respond to this candidateCandidate's Name
Greensboro, NC PHONE NUMBER AVAILABLE EMAIL AVAILABLE LINKEDIN LINK AVAILABLE
Plant Manager
Strategic-thinking, profit-minded global operations and supply chain leader. Background includes Lean manufacturing, Supply Chain, Six Sigma, Toyota Production System (TPS), 5S, Kaizen, QS/ISO Street Address , and GMP s. ERP systems include SAP, Oracle, JD Edwards, Great Plains and Microsoft AX. M.B.A., M.S., Electrical Engineering. Certified Supply Chain Professional (CSCP) APICS and Six Sigma Green Belt. Core competencies include:
Manufacturing leadership. At Boral, led a team of 1000 employees at 14 manufacturing locations with attached distribution centers. Grew EBITDA from $23.5M to $50.7M on $300M in revenues in seven years. At Peachtree Doors, led a team of 800 employees; grew EBITDA from $2M to $10M on $140M in revenues in three years.
General management. As General Manager at Eaton Automotive, led team of 300 employees. Increased sales from $16M to $50M in four years and grew EBITDA from $4.5M to $15M. At Ply Gem, eliminated manufacturing constraints to support an 80% increase in sales from $53M to $100M.
Global supply chain management. At Boral, implemented sales and operation planning and released $16M in cash. At Imerys Oil Field Solutions implemented new binder saving $1M annually. Peachtree Doors and Windows, improved delivery performance from 60% to 98%.
Professional Experience
October 2015 Present Envision Plastics Division of Consolidated Container Co. Reidsville, NC
A $1.2B market leader in rigid plastic container solutions and postconsumer recycled resin manufacturing
Plant Manager
Leading a team of 90 employees with nine direct reports. Held operating P&L for this $50M manufacturer of postconsumer recycled polyolefin resins. Manage plant with responsibilities for production, supply chain, engineering, quality, maintenance, environmental health & safety, and human resources.
Improved EBITA $2,361M per year; a 120% increase from $1,966M to $4,327M per year.
Increase production output 9.4% from 65M to 72M lbs. per year by eliminating manufacturing constraints.
Improved safety culture and reduced workers compensation cost 95% from $256K to $10K per year.
Reduced Total Cost of Quality $385K per year; a 85% reduction from $422K to $63K per year.
January 2014 October 2015 Imerys Oil Field Solutions Andersonville, Georgia
A $4B world leader in mineral based products for consumer goods, industrial equipment and construction.
Plant Manager
Leading a team of 125 employees with 10 direct reports. Held operating P&L for this $75M manufacturer of mineral based products to oilfield service companies. Manage plant with responsibilities for production, supply chain, engineering, quality, maintenance, environmental health & safety, accounting, and human resources.
Eliminated manufacturing constraints and increased sales 41% from $46.5M to $75M.
Increase first pass product quality 25 points from 75% to 100%.
2012 December 2013 Ply Gem Industries Peachtree City, Georgia
A privately held $1.2B industry leader in exterior building products, windows and doors.
Plant & Supply Chain Manager
Led a team of 525 employees with 10 direct reports. Held operating P&L for this $100M manufacturer of windows, patio doors, and vinyl extrusions. Managed two plants with responsibilities for production, engineering, supply chain, quality, maintenance, shipping, logistics, IT, accounting, and human resources.
Eliminated manufacturing constraints and increased sales 80% from $53.2M to $100M.
2009 2011 RSI Development Newport Beach, California
A privately held $900M industry leader in home building products and new home construction.
Director of Operations and Global Supply Chain
Led a team of 80 employees with six direct reports. Held operating P&L for a new home manufacturing and construction company that grew to $100M. Managed all U.S. and China operations including architecture, construction, manufacturing, supply chain, distribution, engineering, accounting, and human resources.
Introduced a better way to build a house with costs 30% below competitors.
2002 2009 Boral Industries (MonierLifetile) Irvine, California
Joint venture between Lafarge SA based in France and Boral Ltd. based in Australia; a $300M industry leader of concrete roof tile and accessories for complete integrated roofing systems.
Director of Operations and Global Supply Chain
Led a team of 1000 employees with eight direct reports. Held operating P&L for 14 manufacturing locations with attached distribution centers located in the U.S. and Mexico. Managed operations, supply chain, customer service, safety, environmental, accounting, quality, product and process engineering. Overhauled the entire product line.
Built a new $32M world class concrete tile manufacturing plant on site on time and on budget.
Added production and inventory control, warehouse management, and preventative maintenance modules to SAP.
Grew EBITDA from $23.5M to $50.7M through increasing sales, cost reductions, and new products.
Improved Safety and reduced workers compensation cost by $1.9M per year from $2.1M to $163K per year.
1998 2001 Peachtree Doors and Windows Norcross, Georgia
Division of Caradon; a $140M manufacturer of premium doors and windows for the building supply industry.
Director of Operations and Supply Chain
Led a team of 800 employees with eight direct reports. Held operating P&L for two manufacturing plants and two distribution centers in the U.S. Managed supply chain, operations, customer service, human resources, accounting, product and process engineering, and quality.
Reduced lead-time by seven days for all products and improved delivery performance from 60% to 98%.
Grew EBITDA from $2M to $10M through strategic consolidation of plants and distribution centers.
1992 1998 Eaton Automotive Three Rivers, Michigan
A $50M world-class international manufacturer of automotive electric and electronic plastic mirror actuators.
General Manager
Led a team of 300 employees with seven direct reports. Held full P&L responsibility. In charge of sales and marketing, new product development, supply chain, operations, engineering, quality, HR, and finance.
Increased sales from $16M to $50M capturing number one market share position in North America.
Implemented one piece flow for all manufacturing lines and increased inventory turns to 40.
Grew EBITDA from $4.5M to $15M through aggressive sales growth and new product introductions.
Education and Certifications
M.B.A. University of Detroit / Mercy
M.S., Electrical Engineering University of Michigan
B.S., Electrical Engineering University of Michigan
Certified Supply Chain Professional (CSCP) APICS
Certified Six Sigma Green Belt |
