Jeff I. Email & Phone Number

Asheville, North Carolina

Led the daily operations of the Asheville manufacturing plant generating $25M in annual revenue. Established operational policies and implemented process improvements to ensure superior quality and outstanding output of end products.*Planned, organized, directed, and ran optimum day-to-day operations to exceed our customers’ expectations.*Managed the production and workflow of 6 distinctly different production lines within one facility utilizing over 130 employees (55 of which are blind or visually impaired).*Developed and implemented 5S standards plant-wide.

Asheville, North Carolina Area

Providing operational and leadership consultative services to help organizations drive mission-critical improvements to advance performance, margin and profit results. Experienced in solution selling, streamlining operations and driving safety, quality, productivity and efficiency gains to significantly impact top- and bottom-line performance while creating ever more value for the customer. Specialties include: • Annual and Long Range Strategic Planning and Execution• Vision, Mission & Values statement creation and alignment• Values-driven organization implementation• Lean Manufacturing• Sustainable Process Improvement by creating an Idea-Driven Organization• Lean Product Development• KPI/Metric/Scorecard Development• Executive Management and Staff Development

Asheville, North Carolina Area

Plant Production / Safety / Quality / R&D / Logistics/ Estimating and Planning / Engineering / Training / Continuous ImprovementFull operational responsibility for the company including factories in Asheville, NC and Las Vegas, NV. Spearheaded process improvements in all operational areas, led standardized work training and quality assurance resulting in improvements in safety, quality, product delivery performance, margins and reductions in product/process variation.• Reduced variable and fixed expenses by more than $650,000 in a one year period.• Pared inbound and outbound freight costs by over 30%.• As Quality Manager, changed the corporate culture to “Quality at the Source” and revised internal processes resulting in a reduction in scrap and re-work by more than 35% in a one year period.• Initiated and led the process to create the company’s first aligned Mission, Vision and Values Statements. • Led the successful operational assimilation of a second manufacturing site in Las Vegas, NV adding 300+ employees.• Restructured the Product Development process resulting in a reduction in process time and completion of over 30 major projects in a two-year period. • Established the use of Key Performance Indicators for transparency and accountability. • Initiated and led the process to restructure the company to streamline communications and the process flow. Revised the production leadership structure and implemented a cascading series of cross-functional operations meetings. • Implemented a formalized production training program using the Training Within Industry (TWI) model.

Asheville, North Carolina Area

Led Plant Production, Engineering, R&D, Quality, Safety, Purchasing for manufacturer of commercial roofing construction products The business was sold in 2012 and is currently dba OMG EdgeSystems.Engineered operational turnaround of imperiled company, heavily dependent on soon-to-expire royalty revenue stream to stay solvent. Catalyzed process and program improvements across all divisions. P&L accountability; managed 46 reports; directed COGS and operational budgets. Led/managed every department. Began as VP of Sales & Marketing for precision sheet metal products, a new division struggling with poor margins and siphoning focus and resources away from core legacy business. Shut down minimally profitable $1.5MM division and retrenched entire operation around core architectural brand and engineering competencies. Increased market share, sales revenues, channel partnerships and margins. Segued into production and engineering leadership role. Hired additional engineers and improved product development and manufacturing processes, operational efficiencies, quality standards and delivery benchmarks. Prime Operational Results:- Reduced product development process time from >1 yr to 22 wks.- Improved on-time delivery from 85% to >98%.- Slashed customer complaints 26%.- Pared outbound freight costs ~40%.- Reduced direct labor 16% without layoffs.- Effected corporate-wide culture change, institutionalizing LEAN manufacturing principles and EDGE employee involvement system.- Led process to revise Corporate Purpose, Vision, Values and specify 30-year objectives.- Implemented Hoshin Planning/Deployment. - Created 1- and 5-year business plans.- Developed “Weekly Snapshot” report featuring key Production, Sales and Accounting metrics.- Achieved 100% employee EDGE participation since 2006 inception; fielded >1,400 ideas with 50% implementation rate.- Relocated manufacturing operation to larger facility without delays to customer commitments.

Richmond, Virginia Area

Managed territory including: 3 Medical Schools and hospitals across Eastern Virginia for this manufacturer of medical devices, internal fixation implants and related instruments to treat physical, spinal and craniomaxillofacial injury and trauma.Introduced new lumbar spine product. Developed several new relationships with neurosurgeons and orthopedic surgeons to drive sales of titanium surgical implants and instruments.• Increased sales 33% in 1994 and 1995. Exceeded 1995 sales quota. Increased market share.• Improved surgical hand tool design. Exercised initiative in refining new spine system torque wrench for ease of use, bypassing internal bottleneck. Results integrated into overall company for use by all sales reps

Fort Myers, Florida Area

Managed Southwest Florida territory for this surgical instrument manufacturer, particularly internal surgical staplers, laparoscopic instruments and wound closure products (surgical sutures).Certified to provide verbal technical assistance to scrub nurses and surgical technicians in operative field during surgery. Conducted surgeon labs, hospital seminars, laparoscopic workshops and nursing CEU inservices.• Increased sales 20% and signed 4 new prime vendor accounts in 15-month period.

Greater Atlanta Area

Managed 7-state region for one of the world’s largest suppliers of eye health products.Provided solutions enabling ophthalmologists to increase patient bases and improve practice management skills.• 1990 Rookie of the Year. Exceeded 1990 and 1991 sales quotas. Earned Par Club in 1991.

Greater Atlanta Area

Managed Atlanta Metro territory for this leader in the management and execution of mission-critical communications.Exceeded sales quota 3 consecutive years, selling business forms, systems and handling equipment to hospitals, clinics and physician practices. Completed internal Sales Communication Skills training program.• Developed 4 new accounts within 11 months representing annual sales potential of $1.2MM.