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CEO/President/COO/Vice President Operations

Proven track record of culture change to maximize profit and stakeholder value through the lean concept and proper performance measures while assuring part profitability is accurate and price is maximized. Successfully increased revenue and profits for industrial automotive supply companies in extremely competitive environments.

Aircraft Rigging Assembler

Washington, MI

About Me

Industry:	Manufacturing & Production
Occupation:	Aircraft Rigging Assembler
Ideal Companies:	Ingersoll Rand, General Dynamics, Caterpillar, Eaton, Dana, Johnson Controls, Sandvik, Boeing, Waste Management,

Education level:	Master
Will Relocate:	Yes
Location:	Washington, MI

Work Experiences

1/2007 - 1/2009

MVC

Executive

Lead turnaround of operational activities for $100 million+ business that manufacturers Class “A” wheel and trim automotive assembly, warehousing, sequencing, painting and plating. Sold company in November 2008, met price target by PE owners and stock price. Increased operating income by $10 million annualized mainly driven by scrap reduction of 50%, labor reduction of 25%, and negotiated price increases and material surcharges with customers.

1/2005 - 1/2007

The Crown Group

Executive

Lead and directed all strategic and operational activities for $80 million business providing services in automotive assembly, warehousing, sequencing, and coatings. (Electro coat, Class “A” Topcoat powder, Class “A” Liquid Coat). Increased sales and profit by 10%+ after ten years of stagnate sales. Changed culture to lean and six sigma resulting in scrap reduction of 50% and labor reduction of 20%, which had a $4 million impact on operating profit.

8/2002 - 1/2005

CooperStandard Automotive

Director / VP

Lead and directed all strategic and operational activities for 8 plants in Canada, Mexico, and the United States producing fluid carrying systems (rubber and plastic extrusion and tubular products), sensors, and thermostats. Turned around under performing plants through labor reduction of 10%, scrap reduction of 20%, inventory reduction of $2 million, and implementation of a lean culture. Launched several new products and process changes that were leading edge.