Description
Accomplishments Spearheaded $15B+ global business growth for Lockheed Martin Division: $800M in built/unsold product in inventory and production line and was transitioning to more expensive product line. Upgraded sales/marketing team increased accountability. Developed/led 32 country demonstration to grow new product line's global sales. Assumed leadership SAFRAN USA (NA) Corporation, achieving five-fold revenue growth from $300M to $1.6B. Established growth strategy, precision metals manufacturing & aftermarket processes and cost management. Successfully completed four acquisitions/operational integrations. Annual EBITDA growth 20%+. Led financial and business turnaround, generating 20%+ annual EBITDA growth. A&T Systems loss at 10%+ financial loss annually. Replaced underperforming managers. Implemented new CI processes: sales, program mgmt. financial controls, cost reductions, contracts management, Balanced Scorecard/Top Grading accountability. Achieved ISO/AS/NADCAP/OEM supplier certifications. Implemented advanced manufacturing & quality management processes. Implemented Lean/CI/Six Sigma/SPC Manufacturing Processes and ERP systems at multiple precision manufacturing plants. Increased revenues 18%+ and EBITDA 23%+ at AGC Aerospace. Turned around underperforming company, yielding 20% annual revenue and profit growth. General Dynamics subsidiary had net profit of 2%. Won and led implementation of $1.5B products/logistics program. Reduced overhead. Implemented cost management and TQM. Renegotiated contract requirements/expectations. Played key role - $150M manufacturing acquisition. Retained by private equity investment firm on due diligence team for acquisition of two advanced technology manufacturing companies. Provided technology, financial regarding technologies, manufacturing operations, and financials successful acquisition completion & integration road map. Delivered annual double digit revenue and profit growth for A&P Hydraulics. Founder experienced a major disabling medical event. Interim Full P&L responsibility (small-cap). Implemented new comprehensive financial, business, manufacturing, Lean/CI processes instrumentation/testing processes. Grew revenues 24%+ and EBITDA 38%+. Revamped and enhanced corporate culture, driving 25%+ growth, accelerating acquisition. Planned exit in four years required increasing M7 stakeholder value. Implemented revised mission/vision, manufacturing processes and lean/continuous improvement training and cost optimization. Enabled successful exit in one year. Rick Hundley Career History Page 2 2013 - Present. I provide sales & marketing, operations management consulting, P&L business leadership to three aerospace, industrial manufacturing, and supply chain services corporations. Contractor, XPO Logistics - Integrated Supply Chain Solutions Business Development. Faro Technologies - Industrial Metrology Capital Equipment sales leadership. President (interim 2013 - 2014 - currently a contractor) A&P Hydraulics Global Custom design, manufacturing, electromechanical integration, products & engineered capital equipment manufacturing: automotive, aerospace, aviation, marine, heavy equipment, construction & industrial sectors. Full P&L responsibility. Strategic/operational planning and analysis, financial management/analysis/valuations, technology analysis, supply chain management, contracts analysis/negotiations, Lean, Continuous Improvement, 6 Sigma, and ERP implementation. Revenues +24% and EBITDA +38%. * Implemented: financial system, inventory management, contracts management, lean/continuous improvement advanced manufacturing processes, engineering processes, and advanced quality management processes, advanced supply chain management, procurement. * Implemented effective sales & marketing processes, including e-commerce global sales and distribution of products and industrial services, pricing and proposals, team building, performance management. President, USA, AGC Aerospace & Defense 2011 - 2013 World leader in technology innovation: designing, development, Precision CNC manufacturing and assembly: fasteners, electromechanical, metals, alloys, composites parts/structures in commercial and military aerospace and automotive industries global supply chain & distribution. Full P&L ($120M+) for three precision CNC Tier 1 manufacturing companies Average annual growth - Revenues +18% EBITDA +23%. Conducted multiple (M&A) acquisitions analysis/due diligence evaluations. Implemented Lean/CI, ERP systems. * Lean/continuous improvement, Six Sigma, KPI metrics, statistical process controls, single piece flow, advanced quality management systems, and met customer expectations for cost, schedule, and quality expectations. * Metrics based KPI's. Manufacturing Processes, Quality and ERP Management Systems achieved ISO, AS, NADCAP & multiple industrial certifications in multiple plants. Single piece flow/ mixed model operations. Chief Operating Officer, A&T Systems, Inc., 2009 - 2011 Privately held, multi-site, mid-market IT technology services, telecommunications, capital equipment, instrumentation. Recruited to successfully restructure company suffering its first loss in 20 years. Full P&L Initiatives resulted in a swing of net income of over 35% after five months generated 12% EBIT and grew revenues by 20% through process re-engineering, cost reductions, and programs/contracts management initiatives. Reduced G&A costs - 10%+. Managed $70M budget. * Average growth - Revenues +20% EBITDA +22%. Year 1 turned company around from an over 10% loss to recovering to a +22% EBITDA performance. President and CEO, M7 Aerospace, LLP, 2008 - 2009 Responsibility for full P&L and strategic leadership for $170M+ aerospace/aviation/defense/automotive precision highly engineered metals products, fasteners, structures, CNC outsourced precision manufacturing, worldwide MRO services and parts distribution. Company sold to Elbit Systems, N.A. * Successfully implemented strategy for aggressive revenue and profit growth initiatives increased Revenues by 25%+ and EBIT by 12%. * Strengthened corporation and executive team implementing balanced scorecard/Lean, ISO 9001, FAA certifications successfully implemented Lean/Continuous Improvement Program. President, SAFRAN USA, 2001 - 2007 European high-tech OEM highly engineered metals/composites, electronics CNC precision manufacturer of commercial & military aerospace, automotive & industrial components, structures, instrumentation, multiple systems, fasteners. P&L responsibility multiple sites throughout US, Canada, Mexico, Portugal. Grew division from $300M to $1.6B+ 5,000+ employees annual growth in EBITDA exceeding 20%+. Completed multiple successful acquisitions & integration of additional companies' corporate post-merger. * Negotiated successful industrial partnerships and alliances with GE, United Technologies, Fiat, Boeing, Airbus, Airbus Helicopter, Raytheon, BAE Systems, Arianespace, DOD, NASA, and others. VP Business Development, Global Sales and Marketing, Lockheed Martin, 1995 - 2000 A Fortune 100 Aerospace and Technology contractor with annual revenues of $46B. Led global sales & marketing organization for $3B+ division. Also, managed communications, industry/government/media relations for high tech/high value capital equipment OEM, electronics and avionics upgrades, aftermarket products (global distribution), logistics, and engineering design and aftermarket products and engineering support services $100M+ budget. * Designed and led the creation of an aftermarket parts and engineering services subsidiary company, with worldwide distribution network direct and dealer sales. GM, General Dynamics Products &Services Co., 1985 - 1995 Full P&L for a global $300M subsidiary co. Revenues and EDITDA growth exceeded 20% annually. Prior progressive assignments: Global P&L multi-site, engineered products, precision heavy industrial manufacturing, programs management, and sales & marketing leadership assignments.
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