Jason Smith , Mba Email & Phone Number

Northville, Michigan, Us

Cleveland, Oh, Us

Toledo, Ohio, Us

A global management consulting organization headquartered in Huron, OH primarily focused on Due Diligence, Business System & Production System Development and implementation driving improved cash flow and enhanced EBITDA. ► Reporting to the Board of Directors responsible for conducting due diligence, value identification, scope definition and evaluating organizational talent needs. ► Developed and implemented a restructuring plan and talent assessment and upgrades. ► Designed and implemented a business system along with footprint rationalization improved EBITDA $6M over 6 months with additional value creation opportunities worth $10M. ► Implemented improvement actions delivering a 20% productivity improvement immediately.► Leverage improvement system to identify and action an additional $4M - $5M improving cash position and EBITDA. ► Provided initial assessment and team guidance over several engagements identifying a total opportunity savings of $15M. ► Lead multiple engagements interfacing with team members ensuring implementation team delivers on total value proposition.

Ann Arbor, Mi, Us

An Investment Management firm with investment specialties in chemicals, industrials, and food ingredient businesses.► Led the global business primarily focused on deal thesis execution for 5 acquisitions with $100M in revenue and ~ 400 employees. ► Designed and installed an organizational structure to accelerate improvements, execute strategy, and reduce cost. ► Developed and implemented a talent management and performance review system and a performance-based incentive plan.► Upgraded ~ 20% of the total management team over the first 12 months.► Leveraged leadership ability to drive rapid change while coaching and developing the supporting teams through the transition.► Implemented a process to manage the 13-week cash plan with a focus on AP/AR delivering improved Free Cash Flow. ► Installed systems to drive continuous improvement business-wide yielding a projected EBITDA of $18.5M annualized.► Delivered an improved adjusted EBITDA of $8M year over year while generating a CAGR of 5% in new business wins.► Reduced fixed cost by ~ $5M by closing 2 facilities and relocating several product lines outside of the US.► Improved profitability by $2.9M via value-add pricing of $1.5M and $1.4M by imposing surcharges.

Franklin, Tn, Us

A leading producer of semi-fabricated aluminum products serving manufacturers and major suppliers globally with a core focus on highly engineered solutions for industries such as Aerospace, Automotive, and Industrial applications.► Led the Long Products Group consisting of multiple divisions with P&L responsibility of ~$800M and ~1500 employees.► Initially tasked with evaluating the current talent pool and implementing meaningful Key Performance Indicators. ► Upgraded two site leaders, several staff members, restructured leadership teams to enhance talent pipeline.► Responsible for setting strategic direction across divisions including all plants / divisions operate as stand-alone units.► Through leadership and influence negotiated a favorable 5-year labor agreement improving economics and work rules.► Lead the team to develop and execute improvements in troubled sites by 40% year over year and EBITDA by 15%.► Led a cross-functional process to leverage global talent sharing on a project basis resulting in ~ $3M in absolute cost out.► Listened and collaborated across the business to develop an improved SIOP model improving forecast accuracy by 20%.

Dublin, Ireland, Ie

A multi-national power management organization with revenues exceeding $22.6B, approximately 102K employees and products sold in more than 175 countries in both electrical and industrial sectors.► Responsible for safety, SIOP, purchasing, distribution, manufacturing, quality, capital expenditures, finance, HR and operational and supply chain strategy throughout Americas with a $1.6B in Revenue and 6K employees across 28+ manufacturing sites. ► Led the cross functional global redefinition of the integrated supply chain. ► Restructured regional operations consolidating 3 divisions yielding a $2.9M improvement within first 9 months. ► Developed and executed comprehensive footprint rationalization strategy consolidating 30 plus sites to 26 sites. ► Improved operating metrics by $6.3M, 3.6% in operating profit, and 5% improvement in Cost of Non-Conformance ► Supported a $1.6B hydraulics division with 6K employees, overseeing a direct team of 14 salaried reports and 26 union sites. ► Delivered $1.9M in savings by strategically re-aligning 3rd party services enhancing total value add activity.► Partnered with sales to drive $143M of incremental business wins.

Dublin, Ireland, Ie

► As part of corporate wide restructuring in late 2008 was tapped to lead the Automotive Operations across North America (US & Mexico) with a total revenue of $800M - $1.0B across 14 manufacturing sites with 2 joint ventures.► Direct reporting of all manufacturing plants and operational support functions consisting of 7 product lines.► Upgraded several regional and site leaders as well as various members of their respective leadership teams.► Acting GM for the Eaton Inoac business through divestiture in 2011 delivering a 4.5% ROS improvement.► Supported the commercialization of $340M of incremental growth programs across multiple product lines.► Developed and executed a plan Rationalized footprint from 14 sites to 9 over a period of 36 months yielding improved profitability.► Nominated to US Engine Valve / Nittan JV board with global focus across Nittan business.

Dublin, Ireland, Ie

► Initially task with developing and implementing systems and processes to drive improved global product line performance across a multi-site operation of 6 sites including contract manufacturing with total sales of $300M across OE and aftermarket channels. ► Drove improvements in Safety, Quality, Delivery performance, by executing on aggressive operational strategy.► Direct responsibility for manufacturing operations and advanced manufacturing engineering with a team of 10 direct reports. ► Exceeded profit expectations in 08-09 down markets through a systematic utilization of a robust SIOP process.► Evaluated and addressed talent gaps by ensuring development processes were in place upgrading 50% of plant managers / staffs.► Improved Aftermarket on time in full by 36% while significantly reducing lead times in both EMEA and NA.► Designed and implemented a broad scale restructuring of operational teams worldwide optimizing campus structures synergies.► Championed and led a divisional charter to decrease premium freight while reducing working capital by 48%.

Dublin, Ireland, Ie

► Requested by the Group President to turn around an integration for a $70M acquisition that was being relocated to Tczew, Poland while concurrently performing the duties of the Plant Manager and then the Division Operations Manager. ► Evaluated the current state and developed a plan which consisted of a cross functional Global team of ~ 12-15 direct reports.► Restructured the operational team in the receiving site ensuring appropriate engaged talent were placed in critical roles. ► Coached and mentored the team in terms of how to communicate effectively across a global matrix environment. ► Improved forecasting accuracy by installing a SIOP process that improved customer satisfaction and reducing total landed cost.► Implemented systems and processes as well as coached and developed talent while assimilating the Tczew team.► Supported sales team as the integration face to the customer on all communications related to integration.► Developed and installed ITAR compliance systems aligned with both US ITAR and Polish Ministry requirements.► Led the team to deliver a reduction in overall lead time by 4 weeks and improved on time in full shipments from 35% to 90%. ► Delivered a total customer backlog reduction by 75% in 3 months while also driving down lead time and inventory.

Dublin, Ireland, Ie

► Led $100M plant servicing internal and OE customers with direct responsibility for the Plant P&L and all functional staff.► Evaluated the plant and key technical resources and mentored a culture of continuous improvement and talent generation.► Upgraded 67% of the staff and 73% of all professional positions through restructuring and performance management. ► Zero premium freight on direct material in 06 and 07 through focus and tools.► Executed a smooth transition of multi-million-dollar integration and synergy project delivering substantial savings.► Improved scrap by 27% from 05 to 06 through accountability and utilization of Lean and Six Sigma tools.► Site has continued to be a regional generator of top talent and top operational performance

Dublin, Ireland, Ie

► Responsible for tactical and strategic objectives driving annual sales of $110M in a ~600 employee non-union facility. ► Led team of 10 manufacturing supervisors, and 3 manufacturing engineers in driving a cultural turn around. ► Drove improvements of 15.6% in ROS; 7.3% in Manufacturing Profit; 25.1% in cash flow, and 18.5% in scrap.► Improved plant yield productivity 20.9% May to December and 10.9% FY by leveraging Lean Manufacturing.► Reduced change over times using Lean and Six Sigma methodology resulting in a 16% improvement.

Executive Leadership

Master Of Business Administration - Mba

Bachelor Of Science - Bs, Industrial Technology