Berlin, Connecticut, United States
As a visionary leader, you will find I have documented success in delivering turnaround, growth and productivity increases in the technology, aerospace, and defense industries. My experience in Fortune 100 and startup companies, as an executive, demonstrates my unique ability to overcome business obstacles to introduce new products to existing and emerging markets. I have a demonstrated capacity to grow revenue, cut costs, boost sales and cultivate a culture of excellence and best practices. You will be interested in learning more about my core competencies that include: General Management, Business Development, Production / Manufacturing, Business Turnarounds, Product Design & Launches, Machining, Leadership / Training, Market Analysis and Process Re-Engineering.
Recruited as Director of Operations as a placeholder to assume GM role following completion of CalRAM acquisition by Midstate Berkshire. As GM CalRAM, charged with leading the transformation of this 3D additive manufacturing company from an R&D culture to a growth-driven production environment. Faced with a minimal infrastructure, led organization in adding multiple capabilities, hiring the team, and building the infrastructure that took it to a fully functional production facility positioned and qualified to deliver product into the Aerospace, Defense and Satellite markets. Outstanding Market Growth Grew sales 33% in the first year; on target to meet a projected increase of 125%+ in 2016. Positioned company for anticipated growth of 10X within 5 years with minimal additional investment. Organizational Restructure and Build-out Moved from 4K sq. ft. facility to a 25K sq. ft. facility to support doubling of capital equipment investment. Certified to AS9100C within a month of facility relocation. Qualified with four major customers in the Aerospace and defense markets. Added 175% capacity in Electron beam powder bed fusion equipment, new Laser sintering capability, CNC Machining, Wire EDM, Laser scanning and CMM capabilities. Improved first pass yield rates 123% by implementing process controls that added power conditioning, powder and environmental controls, as well as model support structure. Grew team 360%, meeting customer requirements and accelerating time to market and inventory turns. Developed CAD modeling capabilities. Built file management, 24/7 machine operation, machining, inspection, purchasing and program management skills.
In this newly created role, hired to build the operational infrastructure and expand relationships with distributors and independent contractors across the Western US, a $150M market that had not been optimized. In this highly technical role, positioned Methods as a key importer in the distribution network through education and motivation. Provided complex lean and/or turnkey solutions for end user customers across diverse industries that improved efficiencies at lower operational costs. Grew territory sales from $150M to $198M (12%). Opened distributor accounts in new territories in the US, as well as Canada and Mexico. Increased production rates 30% through integration of value-add equipment/optimized processing techniques. Provided customers the capability to increase production over multiple shifts with no additional manpower.
Director of Manufacturing Infrastructure (2008 – 2012) In a change resistant environment in 2008, developed and rolled out Lean and best practices through the Advanced Manufacturing Team (55 people), drastically improving productivity and efficiency. Directed facility operations and maintenance related activities for three plants across the US. Managed the Instrumentation and Gage calibration system. Directed $8M budget. In 2009, the economy spiraled downward and faced with a 60% loss of workforce, implemented measures ($1.5M deferral in costs) that allowed manufacturing to perform effectively and profitably, subsequently ensured speedy ramp up of operations in a revitalized economy. Improved overall machine downtime from 92% to 98.5% through a focused preventative maintenance initiative. Relocated cell machining, carbon fiber composites, casting, wax injection molding and welding processes to Guaymas, Mexico facility reducing labor expense by more than 35%. Reduced electrical consumption by 29% with the redistribution of compressed air, conversion of machines to the building chiller system and lighting changes on the manufacturing floor. Decreased oil consumption used for part machining by 57% by implementing an oil reclamation system. Cell Manager for Expansion Assembly (2006 – 2008) As the first manager ever hired from outside the company, directed operations (60 people) for the design, engineering and production of complex jet engine hardware. Applied Lean methods to improve productivity. Implemented new design for manufacturability for combustor that eliminated the need for braze, reduced defects by 78%, and improved ability for Repair and Overhaul to replace components in the field. Installed and qualified new technologies that improved cells throughput and decreased cycle time by 2/3.
In this rapidly evolving environment, charged with developing and leading operational and supply chain infrastructure that would transition this R&D company from producing a few hundred prototypes per year to producing 1,400 compressors annually. Faced with significantly increased consumer demand for this revolutionary new product, quickly built team to drive the manufacturing. Doubled production volumes in one year with a projected increase to 4000 compressors in 2006. Introduced new product lines, relocated company from Montreal to Tallahassee, FL. Reduced material cost by 10% in 2005 and 10% in 2006 by restructuring supply base, qualifying new suppliers and improving deliveries using LTA’s and a Kanban system with guarantees on purchasing volume. Implemented quality/ERP systems that moved company from an R&D environment to a production mentality.