Manufacturer of Precision Machined Components

• Planning and scheduling production activities and supervising the production process.• Ensuring the effective management of production lines of Comitt Well Solutions LLC.• Making sure the good quality production of products on time.• Ensuring maintenance of cost effective and high-standard production.• Estimating production costs and determining the high quality standards.• Monitoring the production practices and setting the schedules as required.• Working out the material and human resources as needed.• Taking decision regarding the operating unit’s layout, size and range of service or product to deliver and design and arrangement of work processes.• Selecting and maintaining equipments, supervising product standards and enforcing quality-control programs.• Working with managers effectively to execute the policies and goals of the organization.• Keeping abreast of health and safety strategies.• Liaising with different departments such as suppliers, managers and so on to prevent any probable delay.• Supervising and inspiring team of workers and reviewing the work performance of subordinates.

• After several interviews with other companies, I chose Harley-Davidson of The Woodlands because of the challenge and the potential that I knew existed. This was a failing service department with no direction. The reputation was less than desirable among customers and many stated that they would never go there again. I knew it was a long road, but knew that I could make an impact and turn this department around. First I had to observe the operation and evaluate the existing employees. After several months, it was my turn to implement the necessary changes to rebuild the department and the reputation. I wrote new operating procedures from the start of customer interaction to final delivery of services. I implemented a quality control procedure that had three times the opportunity to correct any issues before offering the customers motorcycle back to them. I replaced employees with key personnel and implemented a training procedure for all new hires. Once procedures and personnel were in place, I focused my attention on cost that I could control. I restructured the employee schedules to minimize overtime and maximize coverage at times the employees were most needed. I negotiated uniform, rag service, tire disposal, waste disposal, shop supplies and started a recycling program of take off parts to save over one thousand dollars a month. After only five months as the service manager, I proposed and implemented a labor increase which contributed to the increase in YTD net profits for the dealership.

• Deadsleds Inc. started as a Sole proprietorship. After leaving Westminster Harley-Davidson, I withdrew $4,400.00 from my 401k and purchased special engine rebuild tooling. I started this small owner/operator motorcycle repair shop that specialized in the service and performance of Harley-Davidson motorcycles. I worked 7 days a week and 15 hours a day to build my business. In one year my reputation grew and word spread about the quality of the repairs that had been performed. The business grew to be more than one person could handle. Not enough hours in the day would be a normal response when I was asked how I was doing. Realizing that it was time to meet the needs of the demand, I wrote a new business plan and restructured the business.• In 2001, I entered into a partnership and moved into a facility that was four times larger than the previous building. Being responsible for the layout and design, enabled me the opportunity to implement more ways to improve the efficiency of our repair process. New equipment was purchased, offices were built, a showroom was created and our parts inventory was created using the highest quality parts available.• Once the new building was completed, I assembled a team of quality employees to work with me to continue to grow the business. I implemented a training program for all new employees and created an incentive pay program that focused on quality. Our distinctive logo was now a registered trademark, so marketing and advertising became a key to the success of the growth of the business. I developed a clothing line and parts line that would become part of the brand. • In 2002, I was able to buy my partners shares of the business. Deadsleds Inc. continued to grow and became the premier Harley-Davidson repair facility in Orange County, California.