Eric Jensen Email & Phone Number

Us

Member of the Janas team providing manufacturing executive and operational expertise in support of consulting, sale and acquisition of middle market companies. A Registered representative of JCC Capital Markets, a Registered Broker/ Dealer, Member FINRA. Series 82 and 63 license.

Valley Village, California, Us

Eric has more than twenty years’ experience as a top operational and P&L executive, leading the strategic culture change, systemic and organizational next level improvements needed to achieve profitable growth during periods of complex change. He is highly skilled at quickly understanding the landscape and gaining trust and confidence. It is about creating focus and commitment to the team’s and company’s near and long-term success. He has an established reputation as a leader and builder of high performing organizations for public, private and PE companies including, Fralock (VP Ops), Stadco (CEO), PCC/Klune Industries (VP/GM) and Meggitt/Whittaker Controls (EVP. of Ops). His diverse background in P/L, operations, Lean/CI/TOC, engineering, product development, MRO and customer support, is combined with experience manufacturing hydraulic, engine and fuel system components for space vehicles and aircraft, as well as medical products and semi-conductor equipment subcomponents.

Valencia, California, Us

Working with Executive leadership at multiple locations to implement systemic improvements and facility and acquisition integration as a platform for significant growth.

Valencia, California, Us

Leading Operations to the next level of capability and productivity in support of the Vision, Mission, Culture change and Strategic Business Plan for profitable growth. During the COVID era, despite the many obstacles, we are growing and excelling financially while positioning for the future.

Valencia, California, Us

After my five months of leading the company, continued to support the leadership with the successful turnaround of the business until the 737 Max issues and COVID caused the bankruptcy of the business. I was one of two members of the Restructuring Committee until the bankruptcy was finalized in late April

With full P&L responsibility, building the leadership team, culture, systems and processes to return the company to profitability. We have focused our business, closed the problem operations, and greatly reduced the past due. We have achieved profitability, as well as reducing overdue AR by 50% and recordable accidents by 60%. In addition, we are working to assimilate into the developing Wencor culture.

I am searching for my next organization to contribute to in a full time or consulting position.March - June 2015, contracted by Senior Aerospace SSP as acting Plant Manager of a new product line transition into a new facility and the subsequent ramp up. Provided leadership and organization of all aspects of the transition to ensure the operation will be positioned to meet or exceed the customer's expectations and showcases the desired new paradigm of capability and performance. The role was transitioned to the new plant manager in mid June 2015.JENSEN business mission: To create profitable growth for public and private companies through leadership and management of culture change, systemic improvement and employee engagement.Over thirty years of demonstrated success improving complex manufacturing companies utilizing an adaptable template including: - Vision creation - Niche definition - Strategy development and deployment - Team building - Lean/CI/TOC - Actionable customer and business performance metrics.

As President/CEO of Stadco and GroupAero board member:Recruited by a former supervisor to focus the business and lead the organizational changes necessary to stabilize this $20M, international, complex manufacturing business and Mexicali operation for sale in 2014 by Corinthian Capital of NY. - Rebuilt the leadership team and refocused the organization on its niche - Led the organizational, systemic, operational and cultural changes necessary to overcome an unexpected 16% downturn of long term production business and stabilize the company for sale. -Reduced headcount from 126 to 93 employees over 22 months reducing indirect costs by $480k/yr or 15% - Past due reduced from $4.8M to $1.5M or 70% reduction - Rebuilt reputation with the customers, winning $2.1M in tooling orders from a new customer, $1.1M in new business from an existing customer as well as $2.4M in follow on business on a funded, long term government program

North Hollywood, Ca, Us

With full P&L responsibility of this $57M international, complex, sheet metal business, owned by Vance Street Capital, led the systemic, process and cultural changes needed to sell the company and then incorporate the PCC business management system. - Turnaround of operational performance in preparation of sale to PCC - Full implementation of the PCC Toolbox and overall methodologies which involved an extensive metric package and quarterly reporting, as well as daily financial and productivity measurements and actions - 75% reduction in past due, resulting in an increase in orders and an 18% increase in sales. The improved on time delivery was a critical element to gaining more work. - Doubling of EBIT through focused improvement activities driven by the daily operations review - $1,250K reduction in inventory..

Recruited to provide leadership to rebuild and rapidly grow a $36M international aircraft seating company transitioning from a retrofit to OEM supplier. Led the needed organizational, leadership, process and system changes to create a competitive, profitably growing company. This included embedding a Lean/CI culture through education, metrics, 5S and AIWs. The parent company began the movement of production to North Carolina in 2010. - Recovery to “green” and “silver” quality ratings with the two major OEM customers. - Workers comp claims reduced 80%. - 55% increase in seat output, 50% increase in backlog. - $6M negative cash flow and EBITDA loss became positive in 2011

London , Gb

IRecruited by a former supervisor to a $140M division of a $2B international company, with a unionized environment, to lead 150 Operations and Repair/Overhaul employees. Successfully embedded a Lean/CI culture in a 30% book and burn/20% pull-in each month business. The business was restructured in 2009, eliminating the GM position that I was striving to achieve. - Over $2M in procurement savings through re-sourcing/off shoring. - 15% reduction in days of inventory while maintaining a 97% spares on time delivery. - Overtime reduction saving $250K. - Relocation of two $18M product lines to China and North Hollywood in 14 months.

From 2005-2007, providing leadership, stability and focus to transition Loud into Circor. The operation was being relocated further away, making my commute unsustainable. - Increased organizational talent, the first proprietary design award in five years, one of three licensees worldwide to manufacture of CH-47 landing gear, and a record backlog. - Integration of the corporation’s policies and procedures including Sarbanes Oxley compliance and successful implementation of JD Edwards in nine months.From 2002-2005, created the plan and teamwork that developed the strategy, focus, and culture change needed to turn around the company. Prior to the sale, the results were: - 300% increase in revenues vs. Fiscal Year ending June 2002. - 50% increase in gross margin and 20% ROS vs. a loss in FY 2002.

- Led company and industry Best Practices across eleven European and U.S. companies to support growth in customer and employee satisfaction, revenues and profitability. - Designed and initiated a blueprint for developing a lean culture across ten companies, including developing a framework for identifying and sharing Best Practices - Group level operation was closed after 9-11

Raytheon Aircraft Parts Inventory Distribution Company (RAPID)Managed $23M operations budget and international parts distribution centers. Led 80 rotables business, inventory management, warehouse, spares engineering, and SAP data employees. When the President left, provided interim company leadership to achieve world-class general aviation spares distribution growth of this $320M company. I relocated in order to be closer to family. - As VP, initiated and actively sponsored four successful Six Sigma projects, and acted as Material Manager, reducing planned material stock-outs 50% in six months. - Led and managed problem resolution/improvements during a difficult ERP installation and relocation to worldwide distribution center, recovering sales to previous year’s level

Raytheon Aircraft, Montek Company; Salt Lake City, UT (Became Moog Aircraft Group, Montek Operations November 30, 1998)Provided leadership to advance the Continuous Improvement culture as part of the company's strategy for competitive advantage. - Co led with the President a culture change of a 600-person organization to one of customer-focus, leadership and positive change. Sales grew 50% over 20-months. - Led a cross functional team implementing a leading-edge philosophy throughout the company.

TQM COORDINATOR, Customer Support Operations 1995 - 1997Chartered to create a visible and understood connection between TQM and the division's goals and vision, and facilitate all efforts related to TQM. - Led and facilitated a team implementing cellular re manufacturing in a traditional machine shop. (The first of four cells were implemented prior to my departure.)BEST PRACTICES FACILITATOR, Air & Fuel Division 1994 - 1995 - A co leadership role starting the Best Practices program at the West Coast divisions. . PROGRAM MANAGER, Air & Fuel Division 1992 - 1994 - Proposed, negotiated and managed a $4M military, new product development program. - Led the development and implementation of a cost/schedule tracking system, resulting in meeting budget by cost recovery through successful changes management.

Leadership/management of a $10M repair, overhaul, warranty, spares product support team. - Managed and led an organizational process improvement. Repair and overhaul turnaround time was reduced by 60%, and sales increased 125%.

Certificate, Global Leadership

Mba, Finance

Btme, Mechanical Engineering

Education record

Education record

Education record