Allen Dawson Email and Phone Number

Due to a major restructuring and the fact that I had been assisting Procurement during my tenure at Ehrhardt I was given this role. In this role I was tasked with driving cost down on raw materials and commercial items while assuming the procurement responsibilities for one of our sister companies.I also still maintain some Sales responsibilities.

Responsible for sales in our Job Shop Machining division. In this role I maintained and grew current customers along with developed Boeing as a customer. In addition with the Sales for the customers under my purview I also handled the Quoting, Manufacturing Engineering, and Procurement on the projects that came in.

Oversight of the Automation and Special Machines Assembly and Installation group. In my time overseeing the group we were able to through a collaborative effort dramatically improve our profitability and on time delivery rate of our machines and systems.

Worked with the design, manufacturing, and assembly teams to facilitate the manufacturing of Automation and Special Machinery & Systems. In this role I also coordinated with customers and suppliers enabling Ehrhardt to better maintain schedules, improve project margins, and increase customer satisfaction.

At a leading Aerospace & Defense machining and assembly company. I was responsible for implementing, documenting, and training for a new estimating software and process.

Sales and Business Development for Mueller Machine which is an established machining, fabrication, welding, and assembly company. They do business in the aerospace arena, die cast tooling, molds, stamping dies, gauges, and general machining. I was brought in to help them expand into Aerospace.

Business Development, Sales, and Estimating. The company was primarily focused in the Aerospace arena doing complex machinings, assemblies and composite components.During my time at ALM the backlog went from $60,000 to $8,000,000 and sales went from $360,000 (2012) to $3,200,000 (2013).

Oversight of the operations and technical aspects of the Machining and Composites divisions. ALM Tech Group was a SDB accredited machining facility in Sullivan, Missouri and a composite facility in Moberly, Missouri supporting the defense, aerospace and commercial industries. The Sullivan facility does 3, 4 & 5 axis machining of all types of metals and composites.My duties not only included oversight of the Shop and Support Functions but also involved Sales, Estimating, and negotiations of larger purchasing activities and approval of all purchases.

Had responsibility for complete Operations and Sales for the company which did machined parts, assemblies, and ground support items for the aerospace, defense, and commercial markets. Approval of all purchases.Record sales during the 2009 -2010 manufacturing recession.Expanded from a one shift operation with seven machines to two shifts with thirteen machines.

Role was to strengthen relationships and to develop an Aerospace customer base.In my two years at Elite Tool sales were up 40%.

Elite was predominately doing work in the commercial Machining and Tooling markets when I started there. I had responsibility for the Shop and Procurement areas.I developed a traveler system that led to improved job efficiency and job tracking allowing for more complex work to be done along with us being able to get into the Aerospace market.

Kemco was focused in the Aerospace, Defense, and Gun markets doing Machined Parts, Welding, Tooling, Intricate Assemblies, and Ground Support Articles. I had oversight of the complete company except for finance. Grew the company from 5.7 million to 9.5 million in under three years. Quality from 94% to 99%, Delivery from 48% to 96%. In addition I directed the Sales group and made extensive sales call and worked trade shows.

Wainwright was a company that had a multitude of Aerospace, Automotive, and Commercial customers.I had various roles starting as a burr hand to CNC Machinist to CNC Programmer, to CNC/Design Team Leader, to Operations Leader for the Machining Division and CAD/Design groups. Wainwright had five divisions with me overseeing the CAD/Design and Machining Divisions. I had evolved the CAD/Design group from an internal support group to also doing work for external customers. The two divisions I oversaw had the highest profit margins of Wainwright's five divisions.Along with having operational responsibility for the two divisions I also did the Sales and Business Development and Estimating for the two divisions.Machining Division sales from 1.3 million to 5.5 million. Quality from 92% to 99.8%. Delivery from 67% to 99%.