Description
Accomplishments Implemented Project based computer Financial system providing high quality controls for an Engineering Group. Driven by rapid growth of the oil and gas industry, real financial controls were necessary to maximize profits from 80% compound growth. The system provided the controls and management visibility with limited staff growth. Financial support that includes reporting, costing, proposals, manpower planning, HR, IT and treasury for less than 3% of revenue. In 2015, the lead company, CSD Engineers LLC, was named to the Top 25 Engineering Firms in Pittsburgh. Converted QA problem into marketing differentiator, increasing sales $4.2M and margin 13% for CimQuest. Company experienced a poor vendor audit, threatening loss of master service contracts. Determined standard practices and related infrastructure were deficient. Hired professional Quality Director from highly regulated nuclear sector. Developed Quality Systems Manual and related SOP's, executed training and incorporated improvements into marketing and sales presentations. Installed performance metrics and made business segments accountable. Tied QA to bonus metrics. Awarded three new contracts. Improved margins from 45% to 51% due to tighter costing and better change control. Heightened company profitability awareness, improving bottom line $1.4M for All-Control Systems. Operations staff did not understand impact of their actions on bottom line, causing $500K under billing on $3.1M project scope changes and client delays. Contracted with negotiations expert to develop hands on seminar for employees. Generated team dynamics, problem assessment, client communications, negotiating techniques and business acumen skills. Enhanced staff awareness bottom-line impact carried over into sales, purchasing, IT support and client satisfaction. Reengineered production infrastructure, reducing costs and improving profits $1.7M for Delta Truck Body. Four of 26 plants not profitable and UAW contract up for renewal. Inefficient labor, union rates and benefit levels caused operating losses. Developed and executed plan to redistribute production to non-union facilities. Discontinued operations in targeted plant. Negotiated more favorable contracts with other unions. Avoided unionization of other plants.
Accomplishments
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