David Saylor Email & Phone Number

Loudon, TN, US

Dallas, Texas, US

• President of $130M+ privately-held premium cabinet manufacturer of the Woodmont & Grandview brands. Built a functioning BOD with independent members and family owner representation. Worked directly with the company.
• Achieved +20% YOY growth and record profitability by aggressively addressing capacity and inflationary headwinds. Reduced internal lead times by over 30%.
• Developed and implemented 5-year strategic plan.
• Top-graded executive leadership team and developed organization through 1:1 monthly coaching.

• Provided process improvement coaching and training to teams pursuing operational excellence. Served domestic and international clients (China, Taiwan, Thailand, India & Israel) in diverse businesses including furniture.
• Lean Manufacturing Transformations
• Value Stream Mapping
• Design For Assembly Workshops
• Six Sigma Application (Certified Black Belt)
• Goal/Policy Deployment Process

Eden Prairie, MN, US

• Based in Shanghai, responsibilities included P&L ownership for approximately $150M in revenue and management of a 600 employee workforce. Span of control included all business functions (including sales, engineering.
• Restructured China-based manufacturing operations. Relocated $40M product revenue from Shenzhen to new Contract Manufacturer in Hangzhou. Reduced working capital by $18M and annual costs by $2M.
• Consolidated four separate Shanghai offices into one modern campus. Reduced annual operating costs by $2M.
• Overhauled business functions to ensure compliance with internal Code of Conduct & FCPA laws.

Eden Prairie, MN, US

• Reporting directly to the company CEO, drove Lean Six Sigma improvements and led high priority projects for the $800M manufacturer of industrial sensors and custom test systems.
• Assigned direct management responsibility for Materials Test equipment sourced in Asia ($40M revenue) due to an operational crisis. Managed complete transition of senior management team and implemented turnaround plan.
• Formed and led inventory reduction work teams ($4.5M realized reductions in FY16).
• Led implementation of Hoshin Kanri (Goal Deployment) and integrated the methodology into the annual strategic planning process. Coached CEO & senior executives through deployment & training.

Temperance, MI, US

• Full operational responsibility for a $70M make-to-order residential window business. Responsibilities included: multi-site manufacturing, engineering, supply chain, customer service and maintenance. Reported directly.
• Secured board approval to revise a multi-site plan that reduced required capital by $400K.
• Designed quantitative models and tools for seasonal staffing. Reduced annual overtime by 40%.
• Partnered with a major glass supplier to reduce material costs by $250K while reducing defects by 50%.
• Managed implementation of kanban, preventive maintenance, job instruction training and error-proofing.

Ann Arbor, Michigan, US

• $230M P&L ownership for two business segments. Managed approximately 325 team members through five direct reports. Responsibilities included national builder direct sales, 13 field branch operations, customer service.
• Developed and implemented a turnaround plan for the builder channel that improved profitability by $30M.
• Revised the countertop business strategy to reduce $12M of annual costs.
• Improved builder channel Contribution Margin from 4% to 17%.
• Reduced operational cost/unit by 20% while supporting annual growth of 30%.

Ann Arbor, Michigan, US

• Led Lean Six Sigma improvement activities for $900M division supplying the KraftMaid, Quality and Merillat Cabinet brands. Managed a team of seven continuous improvement specialists.
• Appointed by the Executive Group President to manage a turnaround team for the division. Drove identification and realization of $77M in cost reductions and revenue growth. Actions reversed three years of losses and.

Ann Arbor, Michigan, US

• Multi-site responsibility for five manufacturing facilities producing the Quality and Merillat Cabinet brands. Managed four plant managers overseeing a workforce of 1,600 employees and annual budgets of $175M.
• Delivery performance consistently >99% while maintaining 5-day cabinet lead-time. Sustained performance levels while implementing Oracle ERP systems in six manufacturing facilities.
• Reduced annual warranty expenses by 20% and scrap expenses by 57%.
• Areas of responsibility completed over 665 kaizen events and 178 six sigma (DMAIC) projects.

Master Of Business Administration - Mba, Business Administration And Management, General

Bsia, Industrial Administration