Hudson, Ohio, United States
I am a high impact, enterprising, focused global manufacturing executive and transformational change catalyst with the ability to balance strategic decisions and financial discipline with a hands-on approach to leadership and change management, building cultures and nurturing talent within world-class manufacturing organizations. I identify and accelerate strategic measures that strengthen performance with sustained multimillion-dollar operational results. I possess a steadfast commitment to excellence in continuous improvement, sustainability, and advancement into cutting-edge technology. I am a people-centric executive recognized for delivering significant cost savings and achieving record production output while maintaining the highest standards of quality and compliance. I am an engaging leader who operates with a sense of urgency and thrives in dynamically challenging environments requiring strong leadership and focused decision-making. SELECT LEADERSHIP CONTRIBUTIONS ▪ (PPG) Appointed to assume leadership of a post-union campaign facility and increase output by 45% via site re-organization and continuous improvement methodologies. Maintained site as union-free. ▪ (PPG/Dayglo) Created and executed on site consolidations, reducing 12 to 10 for PPG and 4 to 2 for total annual savings of $3.5M. ▪ (STERIS) Decreased late orders delivery by 70% while improving overall output by 14% through restructuring and introduction of routine management/countermeasure programs. ▪ (PPG) Assembled and directed team to design and build a $26M CAPEX building expansion which increased productivity by 12% resulting in $3.5M of annual cost reduction. ▪ (PPG/DayGlo/STERIS) Created and installed Continuous Improvement savings program at 3 companies encompassing 22 plants which resulted in combined $12.8M savings over 5 years of the program being instituted.
Selected to provide Manufacturing expertise in Coatings and Chemicals Industries for leading Private Equity Firm Gathering information and contacts to determine potential acquisition targets. Analyzing Manufacturing data for improvement opportunities. Performing due diligence on specific acquisition targets. Providing Manufacturing expertise on production methods, processes and necessary production support.
Reported to the VP of Manufacturing and SVP of Life Sciences. As senior Operations leader, managed Production, Site Supply Chain, HSE, Shipping and Receiving, Maintenance, Engineering, New Product Development and Continuous Improvement for five US and one UK plant. Led six direct reports and a total staff of 650 with approximately $800M in annual sales. Oversaw planned site leadership changes in 3 plants to become a more proactive and disciplined Continuous Improvement culture. Created standard tiered meeting structure (Tier 1 – 4) and launched at all sites to drive continuous improvement via routine management. Developed a 3-year CAPEX/footprint/automation plan to address reliability, capacity and quality concerns: o Decreased late orders by 70% in 1st year through improved focus and set up of daily routine management and root cause/ countermeasures created and evaluated to ensure demand and inventory levels were achieved. o Increased sites’ output by 14% by root cause/countermeasure evaluations and Kaizen activities. Initiated CI Cost Reduction program totaling $2.5M annual savings for reporting sites. This was a result of 60 project cost savings initiatives created and executed by plant personnel. Designed 35% fixed overhead reduction plan ($9M reduction) for 2nd largest site to offset toll production elimination. Negotiated closure of unprofitable toll production contract with annual savings of $1.7M.
Reported to the President. Oversight for Production, Quality Assurance, EH&S, Shipping & Receiving, Continuous Improvement, and Maintenance, Engineering spanning 4 US plants totaling 220,000 sq. ft. Led nine direct reports and a total staff of 120 and managed a budget of $22M. Developed a 5-year strategy plan responsive to business and employee needs and secured leadership approval. Decreased manufacturing cost per pound 11% through a CI cost reduction program and improvement projects. Created a $3.3M footprint reduction plan moving from four plants to two plants and executed 1 plant closure saving $1.5M. Upgraded team, hired new Plant Managers in 3 of 4 facilities, and restructured operations improving morale and performance. Negotiated two favorable union contracts at the Cleveland site adding employee training and increasing engagement. Overall labor costs decreased after 2019 contract by 8% due to improved training and employee process ownership. Maintained Union-free status in Avon and Twinsburg sites through proactive employee communication, coaching leadership, and implementation of pay for skill compensation model.
Selected to create a business wide Continuous Improvement Program spanning 12 US plants. Collaborated with business managers and plant managers creating a team focus on cost reduction strategies resulting in $11+M. savings. Influenced and motivated leaders to share best practices and holding employees accountable driving down costs. Saved $7M through Lean Manufacturing. Improved profit $2.1M through supply chain, new product launches, and freight. Saved $2M annually by consolidating three manufacturing plants into one without disruption to the business or customers. Created Fundamentals of Production Initiatives (standard work) and implemented across all plants reducing training time 20% and increasing efficiency by 4%. Established Safety guidelines by instituting 5S programs and ergonomic projects in plants.
Selected to turnaround operations after an aggressive union attempt and low employee satisfaction of a 1.9M sq. ft. manufacturing plant, with 700+ employees, and a budget $120M. Responsible for Production, Quality Assurance, EH&S, Supply Chain, Shipping & Receiving, Continuous Improvement, Maintenance, Engineering, and Human Resources. Transformed facility to 24 x 7 work schedule increasing production volume 45%. Set up monthly plant meetings communicating vision, reviewed metrics, and empowered employee communication resulting in an engaged workforce and prevented future union attempts. Maintained Union-free status. Created department safety action teams leading to earning five Corporate EH&S Awards from 2014 - 2016. Partnered with Toyota and grew new product lines 40% generating $20M. Led scale up and line trials, set up commercial manufacturing, selected suppliers, and ensured compliance with special requests for shipping. Appointed Community Engagement Coordinator and team contributing to a Youth Center and painting multiple community facilities earning two Corporate Community Engagement Awards.
Directed 300+ employees in Production, Maintenance, Shipping, Lean, Quality, and a budget of $22M. Led manufacturing due diligence and acquisition integration of the BASF Coil business. Incorporated a 30% increase in plant volume with $8.1M in equipment additions and product consolidation. Increased productivity 9.3%, on-time delivery 4.5%, decreased variable labor expense 12%, and cost per gallon 6% while volume decreased 6%. These improvements were mainly gained via tiered meeting KPI review/countermeasures implementation. Earned four Corporate Safety Awards 2008 to 2011 with 1310 days without a recordable injury. Negotiated two favorable collective bargaining agreements containing pay-for-skill and productivity gain sharing programs. Created Paintperks Gain Sharing Program for wage and salaried nonexempt employees which drove defective production rates down by 42% and decreased customer complaints by 65% over a 4-year timeframe.