Cincinnati Metropolitan Area
Senior results-oriented Manufacturing Executive with demonstrated leadership skills and a record of success in General Management, Manufacturing, and Sales. Successful plant P&L turnaround and three successful facility start ups. Track record of implementing new processes and procedures which result in increased profitability and return on assets. Creates work environments that motivate, focus and achieve success through planning, goal setting, mentoring, training and team building. Technical undergraduate degree. MBA from Kelly (IU). * P&L Experience * Team Development * Cost Reduction * Operations Management * P&L Turnarounds * Lean Manufacturing * Sales and Marketing * Supply Chain Management Specialties: Manufacturing, Supply Chain Management, Purchasing, Sales
Ohio Kentucky is a toll steel slitting operation processing carbon steel, stainless steel and aluminum located in Southwestern Ohio. It has two slitters and is capable of processing 0.017 to 0.170 gauge up to 76 inches wide.
MISA METALS INC, WEST CHESTER, OH 2003 - 2008 Jointly held $300 million multi plant steel service center, toll processor, and secondary broker focusing on contractual customers. Industries served are appliance, automotive, construction, and furniture. Director Purchasing / Outside Processing Lead materials team purchasing $240 million of steel and processing services per year; total supply chain control including material planning, inventory control, scheduling and logistics. Lead contract negotiator and decision maker. Partnered with service center sales to develop least cost supply chains to improve market share. 5 direct, 10 indirect reports. Retained toll sales responsibility. Reported to the President. General Manager – Toll Processing / Sales Accountable for toll P&L. Lead sales, toll manufacturing, quality, and safety.
CAMBRIDGE – LEE INDUSTRIES, READING, PA 2001 – 2003 Copper tube manufacturer with annual sales of $450 million. Multi plant; refinery, 2 pipe mills, an assembly plant, and a distribution facility. With ownership change was folded into a larger organization. Vice President / General Manager – Manufacturing Direct multi plant operations, maintenance, supply chain, safety, environmental, engineering, and cost accounting. 490 hourly and salaried reports; annual operating budget of $46 mm; capital budget of $6 mm.
Northwestern was a $500 MM per year producer of rod, bar, and structural steel products with more than 1,100 employees and an annual steel making capacity of 1.7 MM tons. Vice President / General Manager – Primary Operations Directed manufacturing operations and maintenance, purchasing, safety, environmental, and engineering. Reports totaled 500 hourly and salaried employees with an annual operating budget of $170 MM. •Reduced manufacturing cost 15% saving $30 MM annually via procedures, training and mentoring. •Installed $35 MM in capital improvements on time and within budget. •Negotiated $8 MM in construction contracts and $7 MM in equipment.
Birmingham Steel was a $1.2 billion per year steel producer. Acquired by Nucor. The Jackson plant is a $200 MM per year producer of rebar, merchant, and low end SBQ bars. VP/General Manager – Jackson, MS Led a profitability turnaround and installed business fundamentals to insure long-term success. The complex included a melt shop, rolling mill, finishing, packaging, and shipping facility with 220 plant employees and a 37-person management staff. •Returned the plant to profitability in ten months through strong strategic / tactical planning and team work. •Redesigned the sales product mix, increasing revenue per operating hour 15% and increasing sales $16 MM per year. •Utilized zero and activity based budgets along with key performance metrics to develop ideal costs and to create a performance monitoring system. •Reorganized plant management in line with the business plan. Developed and installed a performance based incentive system tied to the business plan.