- Received unanimous Board of Director's approval of proposed motion to secure 63% EBITDA performance improvement year-over-year. For more information, click here.
- Resurrected NBD and four new business products with board's approval, generating $12.2 million in new sales in less than one year. Developed several more initiatives with $2.5 million potential revenue for combined GM of 42.5%. For more information, click here.
- Co-authored and presented quarterly reporting packages pertaining to quarterly and YTD results along with proposed strategic direction for board's approval.
- Expanded in-house mold making/machining capability to reduce outsourcing $860,000, improve productivity, improve cash flow $530,000 via reduced working capital, and reduce lead times on replacements.
- Collaborated with HR, labor unions, and other functional company groups to reduce company's workforce across 12 plants and three countries by more than 400 employees, including department managers, engineers, sales and administrative personnel, and direct and indirect labor. Successfully completed without any union disputes or plant interruptions.
- Produced new process and headed plant relocation, resulting in 50% more product at lower costs, saving company more than $1.2 million, and yielding payback of less than one year. For more information, click here.
- Transitioned 65% of company's business to its largest customer after reengineering business operations, rationalized company's cost and overhead structure, and reported positive earnings for following year and subsequent year-over-year EBITDA growth of 8%, 9%, and 12% ROS, respectively. For more information, click here.
- Improved year-over-year EBITDA results between 1% to 4% ROS each year by implementing strategic growth tactics in markets, deploying proprietary technology and aggressive cost-cutting actions, and using best practices.
- Identified potential cost savings with break from European vendors. Reduced working capital investment in spares more than $530,000 and saved nearly $860,000 in first year by manufacturing spares and replacement parts. Gave company huge competitive advantage against competitors and added value during a future, potential sale of company. For more information, click here.
- Saved $1.5 million annually with new product design that eliminated royalty fees and productivity gains. Improved manufacturability of new design then generated $2.5 million in incremental annual sales. For more information, click here.
- Protected $750 million client relationship during plant upgrade and turnaround, raising client's confidence in product quality. Captured control of plant and became second most efficient and profitable plant in business unit. For more information, click here.
- Provided short-term solution to minimize defects that emerged in new proprietary product to customer, abating threats to abandon package and retaining $40 million customer. Identified and implemented solution that eliminated defect and aided plant to achieve manufacturing targets. For more information, click here.
- Improved production efficiency from 60s into 80s, EBITDA 120% and 55% the following two years, respectively, and quality of financial reporting and promptness by implementing operations turnaround. Completed engineering projects on time and within budget and reduced warehousing and distribution costs 35% as well as OSHA recordable incidents from 36 to 0. For more information, click here.
- Achieved 110% improvement in EBITDA performance from the prior year by meeting budget. Ascended plant to the top as most profitable, most efficient, and highest quality of all divisional plants. For more information, click here.
- Surpassed performance target by identifying and achieving $3 million of EBITDA. Led sales and marketing group into successful implementation of all targeted price increases without losing any customers or market shares. For more information, click here.
- Improved OSHA recordable incident rate from 36 in 2004 to 6 in 2006, and LTAs from 3 in 2004 to 0 in 2006.
- Took control and responsibility for cash flow forecasting from private equity and averted negative cash position by inputting accurate information in model and trimming working capital needs. Infused nearly $4 million in cash, maintaining a positive cash position.
- Averted notice from plant's major customer for not meeting quality expectations, achieved by taking ownership of quality improvement and managing customer through the process, which entailed communicating company's plans and commitments and ensuring delivery on those commitments. Maintained customer's business and averted potential $42 million loss in revenue.
- Successfully defeated vote by employees to approve union representation.
- Achieved target price points with redesigned sales and market penetration initiatives, penetrating higher margin and more profitable markets. Grew sales in these markets from 16%, 28%, and 40% respectively for next three years. For more information, click here.
- Led new business development efforts culminating in launch of three new products with combined estimated first year revenues of nearly $12.2 million. Led new business development team in the award for new product packaging from Microsoft for its new line of operating software.
- Maintained 81% of 2008 budget EBITDA despite $7.6 million decline of most profitable product and $4.4 million decline in high-volume product category.
- Executed $20 million project in automation resulting in $6.1 million savings from 175-person headcount reduction, $4.8 million in material savings, and $9.7 million in improved sales.
- Led improved, lightweight product redesign of core business segment, saving $2.5 million.
- Developed manufacturing model aimed at downsizing company to bring its cost structure in line to accommodate remaining/ongoing smaller business (including major customer accounting for 65% of business revenues), as well as to position it to take advantage of newly developing business opportunities. Assessed products and customers to decide which to retain, and developed a plant alignment and capacity plan to support ongoing needs. Worked within company to redeploy redundant assets to other company business units across several countries and continents.
- Managed with JV partner the construction and startup of $20 million manufacturing facility in China.
- Convinced company to relocate a process from a higher-cost, low productivity facility to another plant, resulting in 50% increased throughput, $1.2 million cost reduction, and quality improvement.
- Participated in developing and executing sales strategy resulting in 10% higher margins and 150% volume at target accounts.
- Led other productivity initiatives in labor, raw material purchases, freight, leases, and others, resulting in more than $12 million in savings in two years.
- Proposed reengineering and relocation of company's proprietary material to another plant in order to ensure adequate supply and quality while saving the company $1.2 million in manufacturing and shipping costs.
- Co-authored and helped execute plan along with Director of Operations to cut cost $16.5 million for operations across 10 plants in order to preserve profitability.
- Transformed culture that lacked urgency, had no accountability and poor safety, and underperformed to one with performance-based management, clear expectations, and KPIs. Resulted in year-over-year EBITDA improvement of $4.7 million.
- Recruited by GM of division from international assignment to manage three underperforming plants. After first year, led plants into company's upper echelon, with two finishing first and second and resulting in year-over-year EBITDA improvement of more than $5 million cost savings.
- Handpicked by company's president to lead turnaround of largest and most profitable, yet significantly underachieving plant. Upon first year, improved operating variances and quality complaints/returns, resulting in $2.1 million EBITDA improvement.
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