Direct all manufacturing operations and global supply chain of this $90M division of Scott Fetzer. Wayne manufactures a wide range of water pumps for residential and DIY markets.

Successfully led the recovery of this US division of Hyco International (a global manufacturer of hydraulic cylinders for the construction, oil, and waste management equipment) through recession. The challenge was to put it on stronger financial footing and get it back onto a growth path. In two years, reduced inventory $1.3M, diversified customer base, increased sales 25%, and reduced costs that improved EBITDA from 3%-10%.

• Led the manufacturing operations through a major cultural change from small job shop to Tier 1 automotive contract supplier enabling sales to grow from $22M to $30M.• Achieved TS16949 certification enabling AM to expand its automotive supplier opportunities.• Introduced a Visual ERP system to manufacturing to link all processes from order entry to shipping, resulting in on-time delivery improving from 65% to 95%+.• Developed a job quoting system that quadrupled the RFQ response rate and enabled AM to win new contracts totaling over $12M in annual sales. • Introduced a factory metrics system that increased Sales/Hr productivity by 7%, and brought controls to scrap, tooling, supplies, and R&M expenses. Net result was $500K savings for 2008. • Facilitated the transfer of low margin products to a new Xiamen, China subsidiary and created the decision guidelines for quoting in-house vs. China production or 3rd party outsourcing, reestablishing profitability for $3M in revenues.

The Challenge: Improve product performance and develop Kirby’s first new design platform in 15 years to enable Kirby to maintain worldwide leadership in the direct sale of vacuum cleaners.• Through design improvements, the product earned an “Excellent” rating in Consumer Reports.• Designed the new Kirby Sentria model featuring a new industrial design with LED lighting.• Developed the Next Generation design platform featuring new technologies, such as smart electronics, BL/DC motor, and Ultra HEPA filtration. Product weight was reduced 20%.

1.Led this facility and its four business units with 350 employees through a period of rapid growth. Products included pressure washers, welders, generators, and airless paint sprayers, growing from $25M to $155M.2.Led the turnaround of this division producing centrifugal water pumps sold under various private and proprietary brands to major commercial and retail hardware outlets, growing from $25M to $43M.3.Led the turnaround of this Nashville facility manufacturing airless paint sprayers, growing from $5M to $15M