Michael Mcdaniel, Mba Email & Phone Number

Piedmont, South Carolina, Us

San Bernardino, Ca, Us

• Provide strategic leadership and direction, for the Donor Recruitment and Recruitment Support departments while working directly with Marketing and Collections to increase the overall amount of blood collections while maintaining a $2.2M budget. • Increased mobile blood drive collections by 25% YoY, new blood drives by 20% YoY, and new blood donors by 47% YoY.• Addressed over 30 City Councils and Chambers of Commerce to build broad public support for our blood collection efforts.• Oversaw the largest 9-Cities Challenge in LifeStream history exceeding the previous record by 18.5%• Created a new blood collection initiative, Bleed for Weed, and hosted the largest blood drive of its kind in the United States.• Created the first yearly budget for Collections outlining key strategies for 2023 and maintaining budget by reducing costs with third party vendors and redirecting funds to in-house recruiting efforts. Strategies included increasing first-time blood donors, converting mobile blood donors to center to donors to reduce overall organizational spend, overhauling the platelet collection incentive program that has already resulted in a 41% increase of platelet donation frequency YoY, and a donor retention strategy to foster long-term relationships with donors. This required buy-in from all departments and was approved by the Executive Team.

Pittsburgh , Pa, Us

• Provided strategic leadership and direction, maintaining full profit and loss (P&L) responsibility over a $200M budget annually while also overseeing 67 cross-functional personnel and a broad range of planning, operations, and plant safety requirements to achieve stakeholder objectives. • Acted as a key financial director to manage all aspects of capital budgeting, long-term forecasting, variable fixed costs, and earnings before interest and taxes (EBIT). • Leveraged extensive business operations experience and success to drive plant key performance indicators (KPIs), implementing line walk, theory of constraint (TOC), and 6S methodologies to foster a culture of safety and continuous improvement that catalyzed significant productivity. • Utilized exemplary communication skills to support and enhance daily correspondence with the President of TIMET and both the CEO and COO of PCC, systematically reviewing plant metrics and various strategies to surpass any hurdles or bottlenecks. • Secured buy-in across departments, successfully contributing to robust milestones, including a 40% improvement to productivity, a decrease in variable cost by $150K quarter-over-quarter, a reduction in fixed cost and inventory by 3% and $11M respectively, and over 240 days without a recordable injury.

• Successfully oversaw 102 cross-functional employees across production, maintenance, production control, and supply chain in addition to a partial $20M P&L for variable cost, and inventory and delinquency management. • Achieved a full year of no recordable injuries for the first time in company history—over 60 years—as a direct result of implementing extreme safety measures, new standard operating procedures (SOPs), and the introduction of substantial PPE to protect employees within a chemical processing plant. • Reduced labor costs by $1M+ within six months by minimizing overtime, initiating strategic employee placement, modifying schedules, and coordinating with all supervisors to treat each area as a small business in terms of metrics related to cost management. • Performed a Kaizen event in shipping and receiving to reorganize the area and shrink delinquency from $350K to an average of $175K; additionally, decreased material cost by $250K in six months by partnering with suppliers to manage inventory and by negotiating with OEM supply chain leads.

• Strategically oversaw program management, customer service, sales and estimating, data entry, and planning requirements, effectively ensuring that orders were consistent with purchase order specifications. • Upheld strong safety standards, managing over 57 annual safety and quality audits; ensured that the plant was performing every operation in accordance with regulatory guidelines. • Secured a contract to secure exclusive rights as a sole supplier valued at $1.2M, delivering sustainability to the customer base by leveraging competitor research to formulate a proposal based on cost of material percentage. • Increased margins by requoting parts that had not been quoted in two years and by examining market position of MRO/FAA repair accounts with the net result of $650K more EBIT.

• Led the program management of multiple aerospace manufacturers, including OEMs valued at $120M; monitored processes to devise strategies to gain efficiencies in part production and allow PCC to meet unexpected, urgent customer demands within a timely manner. • Interfaced directly with clientele on a daily basis to discuss and review current program status, future program growth, and additional work statements. • Reviewed and challenged legacy paradigms to capitalize on changing technology and ultimately drive margins.

• Maintained responsibility as the main point of contact for large and midsized customers, utilizing subject matter expertise across the areas of processing and expediting complex parts with military specifications.

Radnor, Pennsylvania, Us

• Managed a cross-business unit team to ensure on-time payment of regional, national, and multi-national customers.• Conducted and oversaw cross-functional meetings of multiple departments within the company to assess metrics and company performance.• Reported to upper management weekly and monthly goals as well as results through Excel reports and in-person presentations.

Master Of Business Administration - Mba, Finance

Bachelor Of Science (B.S.), Business Administration And Management, General