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C-Level Operations Executive, General Management, Six Sigma/Lean
Business Turnarounds/ P&L Improvements/ Inventory & Cost Controls/ Multimillion-Dollar Contract Negotiations/ Supply Chain Management/ Building Vendor Alliances/ Cycle Time Reduction/
New Facility Design & Build/ Six Sigma/Lean Quality Improvements
Successful Operations Executive, Harvard MBA, BS (Mechanical Engineering), with more than 25 years of experience leading manufacturing and service operations, formulating and executing strategic business plans, developing and implementing process improvement initiatives, and exceeding revenue performance targets for organizations ranging from $10 million to $3 billion in annual revenue.
Proven record of significantly improving business processes and performance. Highlights include:
ƒö Improving EBITDA by 75% through effective product line rationalization. Cancelled ineffective product lines while developing replacement product lines in very short timeframes (approximately 1 year for 4 new products from inception to delivery.) Upselling major customers to top of the line product offerings.
ƒö Improving manufacturing capacity by 10%, reducing OT by 75% and reducing product shipment cycle time from 110 days to 95 days within 24 months by instituting outsourcing and new assembly procedures while permanently resolving root cause quality issues.
ƒö Implementing new supplier selection strategy and procedures, auditing/rating 15 top suppliers, and completing OEM/TOS to cover 85% of production spend (approximately $20 million).
ƒö Resolving 80% (1732/2154) of root cause quality issues and reducing new monthly average defects by 45% (9 to 5), which proved instrumental in slashing MRB inventory by 78% ($125,000 to $27,000), and time spent in MRB by 45% (70 days to 31 days).
ƒö Reducing business costs by $1.2M through shrewd negotiating and planning
ƒö Built new facility from empty warehouse in 7 months with $8M budget
Additional strengths and capabilities include: Creating a Shared Manufacturing Vision; Streamlining Operational Procedures; Increasing Throughput; Quantitative & Qualitative Analysis; Being a Diplomatic Change Agent; Building/Opening New Facilities; Managing Project Scheduling; Distribution Process Analysis; Mastering and Implementing New Technologies; Installation Quality Issues & Conflict Resolution; and Improving On-Time Delivery.
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PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS
Prestige Industries, LLC, Jersey City, New Jersey 2010 to July 2012
($33 million commercial laundry with over 400 employees/4 plants and 60% share of the luxury hospitality laundry market in the NYC area with a 30% CAGR over the last 5 years)
VP, Chief Operating Officer ¡V Managed a ~$15 million P&L and all operations, including laundry processing, facilities management/design & build, fleet management, purchasing, sales and service across 4 NYC area plants with over 350 employees. Significantly improved processes and business results across operating functions. Managed the ground-up design and build of a new laundry processing facility.
ƒö Managed the design and build out of a new 117,000 square foot facility in North Bergen, NJ, increasing company production capacity by over 20%. State of the art equipment will drive improved cycle time and quality and reduced production costs. Started as a completely empty warehouse and worked with contractors on design and construction of facility.
o Resolved major design and city/county/state permit issues which could have derailed the project
o $8M budget, 6 month time frame
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ƒö Saved the company over $1.2M by negotiating better deals for different aspects of our new facility.
o Reduced Meadowlands transportation fee by 75% through careful analysis and negotiation
ƒö Partnered with the CFO to obtain a significantly larger line of credit than originally planned by finding errors in inspection documents, (finding over $3.2M more in collateral.) Helped accelerate the LOC by expediting the receiving and inspection process with the bank to ensure collateral was counted and used properly.
ƒö Developed fleet plan to reduce costs by 10% (achieved 40% cost reduction, and over 50% reduction in accidents and damages/repairs)
ƒö Worked with Plant Managers, Supervisors, and plant employees to develop new ways to perform their jobs, which helped resolve major quality issues. Added structure where necessary to improve communication among the key constituents, developed new ways to track and resolve issues, and aligned expectations throughout the company.
ƒö Resolved major quality issues with production of linen causing sales delays and cash drain; improved on time delivery (from 50% OTD to over 85% in less than 1 year); and developed a level of structure that had not existed, with key hires, new processes and procedures, and employee training to help the company reach the next level.
ƒö Solved major recurring electrical issues in one of the facilities that caused major issues several times during my tenure, which resulted in over $1M in saving from production delays/lost time.
NBS TECHNOLOGIES, INC., Paramus, New Jersey 2006 to October 2008
($10 million card personalization equipment manufacturer with 65 employees worldwide serving the world¡¦s largest card manufacturers/printers/service bureaus)
General Manager (2006-2008) ¡V Scope of duties included overseeing a $10 million P&L, 65 employees, and $3.6 million in inventory. Responsible for manufacturing operations, product line management, inventory management and product quality. Tasked with developing a plan to reduce inventory by 25% (achieved 33% reduction), resolving major quality issues with several product lines causing sales delays and cash drain (4 new products developed in just over a year from idea to installation), improving on time delivery and cycle time of current products (from 25% OTD to over 98% in less than 1 year), and upselling major customers to purchase new/improved equipment to drive sales growth (2 major customers qualifying products for purchase).
ƒö Improved EBITDA by over 75% by streamlining operations, cancelling ineffective product lines (2 products) and developing brand new products to replace them in tight timeframes (4 new products in around 1 year idea to installation), reducing cycle time of critical products lines (20% reduction by improving stockroom efficiency and accuracy, shop flow, and work order procedures), and developing new purchasing strategies (reduce supplier count, improve quality, delivery time, and cost through better negotiating).
ƒö Shipped 98% of units (~250 units/year) on time and complete (no parts missing/damaged)
ƒö Reduced warranty costs by over 30% by resolving major quality issues, redesigning hard to repair products, and better training of key customers (held 1st NBS Dealer ...
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