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Click here or scroll down to respond to this candidateCandidate's Name
PHONE NUMBER AVAILABLE EMAIL AVAILABLE Hartland, WI Street Address
SENIOR MANUFACTURING EXECUTIVEMulti-Site Global Operations Aftermarket Services Business Development Influential solutions driver with 20+ years of manufacturing experience and 12+ years of executive-level success. Keen financial acumen. Adept at motivating and empowering global management teams to produce explosive revenue growth and transform under- performing units into highly profitable operations. Consistent history of leveraging continuous improvement principles to greatly strengthen quality, production efficiency, productivity, safety, and cost control. Black belt trained in Lean Six Sigma. Computer proficient.Turned around 5 different companies, producing major process improvements and igniting innovation that greatly grew bottom lines, opened or expanded revenue streams, and substantially increased employee retention. Consistently increased operating profits, OEE, and employee engagement. Started up and successfully led a new manufacturing plant, 3 new international facilities, and a highly profitable aftermarket unit for Avanti Wind Systems; awarded 4 patents. Key Leadership Strengths in:Financial & Budget Management Profit & Loss Management Turnaround & Change ManagementLean Manufacturing Vision Development & Actualization Diverse Manufacturing StrategiesKaizen Events & 5s Kanban & JIT International Project ManagementISO9001, IATF16949, NSF Facility Operations Start-ups KPI / Metrics DevelopmentPROFESSIONAL EXPERIENCEHAMPEL CORPORATION Germantown, WIThick gauge plastic Thermoformer and Extruder producing both proprietary and contract products for Agricultural Markets. 8-figure annual revenue level. Director of Operations May 2022 September 2024Re-engineered manufacturing division into World Class Operations driven though KPIs and processes. Implemented new ERP system, increased OEE from 50% to 75%, 50% reduction in COQ, and launched systems resulting in employee engagement and retention.Owner of manufacturing division encompassing 180+ team members including Engineering, Product Launch, Quality, Maintenance, Supply Chain, and Production Management. Key member of New Business Development Team.Implemented systemic changes to drive 50% OEE increase. Launched Quality Department, developed Maintenance Department, $3MM in asset purchase and repair, and developed Plant Level Leadership.Established Lean Manufacturing culture focusing on sustainable processes, team based cost downs, and increased employee engagement. Achieved $1MM annual cost out, eliminated late shipments and overtime, and launched employee based action committee focused on safety, retention, and engagement. MACLEAN FOGG ENGINEERED PLASTICS COMPANY Menomonee Falls, WI A global plastic injection molding manufacturer, providing complex structural and insert molded items for Tier 1 Automotive, Industrial Power, Consumer Goods, and Medical markets; 8-figure annual revenue level. IATF & NSF Certified. Plant Manager Nov 2018 May 2022Transformed manufacturing to realize untapped potential for growing profitability and sales. Reduced COQ from 6% to 2.1%, leveraged Lean strategies to strengthen inventory control and OTD, and instituted changes that bolstered employee productivity. Sustained outcome improvements while challenged by adverse economic impact of COVID-19 Pandemic. Direct all plant operations, activities, and projects; accountable for 100+ employees. Oversee Supply Chain, Engineering, Quality, and Maintenance. Hold P & L accountability. Play strategic role in supporting business development. Develop and manage 7-figure annual operations budget. Proactively participate in companys strategic planning. Member of Executive Committee.Initiated and drove changes that led to 50%+ decrease in monthly scrap, virtually eliminated shipments expedited due to missed production deadlines, and improved customer scorecards from new business hold to preferred supplier.Instituted new policies and procedures that strengthened cash flow. Maintained level of inventory dollars as percentage of sales while decreasing lead times. Moved most suppliers to 45 / 60 days delivery while maintaining customer payment terms.Substantially increased worker productivity and created a culture of engagement. Established Employee Action Committee to serve as their voice for operations and safety improvement. Key outcomes included: o Decreasing employee turnover 40% and improving annual employee survey participation 21%. o Virtual elimination of need for unplanned / mandatory overtime (resulting in labor cost savings of $500K) since 2019. o Zero OSHA recordables (accidents / incidents) since late 2018. AXIS RENEWABLE GROUP Milwaukee, WI Aug 2017 Nov 2018 International provider of renewable energy solutions and maintenance services for OEMs and other industrial clients; 8-figure annual revenue level. Vice President of Operations / Americas DivisionLed quick turnaround of inactive division, jumpstarting restructuring of business operations, processes, and policies to produce $2M in new revenue and exceed profit growth expectations. Originally hired to manage business development of Wind & Solar unit. Within 9 months acquired additional responsibility for rebuilding operations and overseeing financial management and sales for the Americas Division. Built a world-class senior management team; accountable for 65 employees. Led development of 3-year strategic growth plan. AVANTI WIND SYSTEMS A/SA leading global provider of wind turbine products and aftermarket services; $110M+ in annual revenue. Global Director of Operations Hillerd, Denmark Jan 2014 July 2017 Reinvigorated low-performing global operations by developing vibrant aftermarket revenue stream that grew non-parts sales 132% (to $13M), increased corresponding EBITDA 460%, and doubled market share (with some regions up to 95%). Held P & L accountability for all global field service operations, spare parts operations, and business development for 14 locations with 250 employees across 11 countries in North and South America, Europe, Asia, and Australia. Instilled growth vision, initiated goals and metrics development, and led strategic planning. Facilitated creation and execution of 5-year plan to achieve strong, sustainable organic revenue and profit margin growth. Managed global legal risk-reduction projects. Oversaw all new wind farm construction projects globally.Pioneered industry conversion from service-based model to service-as-product model as a key driving force for increas- ing sales, profit, and market share. Developed trainings, processes, and marketing strategies; managed its global launch.Spearheaded start-up of 3 profitable and sustainable facilities in Canada, Brazil, and Australia, with hands-on management of business integration, facility layout, capital investments, long-term planning, and staffing.Introduced Lean Manufacturing principles to drive continuous improvement. Optimized efficiency through creation of a global field operations workflow management system. Devised and implemented Kanban inventory strategy.Reduced employee turnover 50% by establishing a professional development program that featured a global training academy; decreased recordable accidents 70% through building and providing direction for a Global Safety Committee. AVANTI WIND SYSTEMS INC.North American Manager of Service, Quality & Training New Berlin, WI Jan 2011 Dec 2013 Led initiatives that resolved serious quality issues and helped grow annual revenue 94% (to $3.3M). Instituted key process / efficiency improvements and restructuring that increased EBITDA 160% and reduced employee turnover from 90% to 5%. Originally recruited to manage all plant and supplier quality systems for North American operations. Exceptional performance led to additional role in starting up and overseeing Tower Internal production and business operations at the New Berlin plant. Laid the groundwork for developing an Aftermarket Unit that became a revenue and profit-building juggernaut.Built a high-performing quality team. Trained them in continuous improvement principles and led them in launching ISO 9001:2008 in the U.S., driving 75% CNQ decrease, instituting PPAP for all product launches, and devising / implementing a plant-wide Corrective Action System.Created North American Wind Safety Program, which led to zero OSHA recordable incidents 6 consecutive years. GKN SINTER METALS Various Plants in Milwaukee Metro Area A leading global producer of powdered metals for automotive and aerospace components; $9.6B+ in annual revenue. Quality / Continuous Improvement Engineer July 2007 Jan 2011 Drove projects fueled by Lean Six Sigma principles to lead turnaround of several plants plagued by serious machinery reli- ability, equipment efficacy, staffing, and OTD issues. Credited with rescuing GM and Chrysler relationships. Led Six Sigma and Value Stream projects that doubled OEE, reduced CNQ 40%, and decreased Perishable Tooling (CNC) costs 35%. Led cross-functional teams in maintaining TS16949 Quality Management Systems, incorporating corrective action planning, and utilizing Value Stream Mapping and other tools to solve problems and improve processes in the General Motors and Chrysler Quality Programs.Played key role in regions first value stream project (for Cadillac), which resulted in $6M in new annual sales revenue.Drove numerous Lean Kaizen events, focusing on waste reduction, product flow improvement, visual management, and 5s.Selected for the first national Top Engineering Team Honor and for international Lean integrated training program. Earlier relevant experience: Senior Quality Engineer at Generac Power Systems; Production Supervisor, Quality Manager, and Manu- facturing Improvement Leader in Injection Molding at TecStar Manufacturing; CNC Machine Setup / Operator at Cuba City MachineEDUCATIONUNIVERSITY OF WISCONSIN PLATTEVILLEMaster of Science Industrial Technology Management 2002 Bachelor of Science Industrial Technology Management 2001Computer Integrated Manufacturing, Industrial Power & Control, and Electronics MinorsPATENTSMagnetic Inspection Log Device & Method Using Security Features (Wind Tower) 2016 Method for Inspecting Wind Turbine Tower Safety Devices 2015 Wind Turbine Elevator Disconnect 2014Pneumatic Drop Test Method & Apparatus for Use with Elevators in Wind Turbines 2013PROFESSIONAL DEVELOPMENTLean / Six Sigma Black Belt TrainingsGKN Sinter Metals, TecStar Manufacturing, MacLean Fogg Engineered Plastics Numerous seminars and trainings in topics that include Lean Manufacturing, Team Leadership, Conflict Resolution, Time Management, Human Resources, Legal MitigationsSPECIAL HONORSPRESIDENTS AWARD: GKN Sinter MetalsPerformance Improvement Through Production and Business Process: Online Machine Tool SettingPerishable Tooling Cost ReductionPRESIDENTS AWARD: GKN Sinter MetalsTechnology Innovation / Product Quality:P50913 Drill DevelopmentPRESIDENTS AWARD: GKN Sinter MetalsProduct Quality:E306 Rigid Tap ConversionPRESIDENTS AWARD: GKN Sinter MetalsTechnology Innovation / Product Quality / Performance Improvement: Machine Cutting Tool Process ImprovementEAGLE SCOUT |
