Consulted various companies from $35M to $500M in revenue, 200 to 600 employees, and from smaller companies to corporations or part of, mainly in the automotive supplier business, plastics, rubber, and glass. Services provide in the form of turnarounds, turn-ups, crisis management, mentorship of management, and analyzes of business models and suggestions to improvement.• Consulted AL in Pulaski for MBUSI to improve output and reduce scrap. Production improvement over 5 month 13% to 18% and scrap reduction from above 15% to 2.5%. • Lead scrap reduction in extrusion and finishing from 50% to 5%.• Created operations KPI’s to manage lean improvements and business in the future.• Improved customer relations under insolvency and eliminated quality problems and cost with 90%.• Developed optimization plans to improve internal management and procedures to reach profitably.• Got organization recertified TS16949 and VDA6.3.• Recalculated 3 years of revenue and negotiated a $2.1M in additional payments from a major customer.• Initiated leadership to reduce loss from $20M to breakeven.• Analyzed supply chain and customer order structure, and planned for new ERP and MRP system.• Analyzed internal structure and developed new structure to improve relationship and productivity between engineering, sales, and customers.• Preformed crisis management for a major automotive OEM at suppliers, to secure deliveries on time.• Facilitated and coached key management members to improve back to “normal”.

Hired to turn this 420 employee Fuel Cell Company around and reorganize the manufacturing structure. Responsible for Engineering, Supply Chain, Production, Maintenance, and Mexican Operation. The company is located in a rural area with limited workforce experience.Major Accomplishments:Reorganized the production management and were able to increase the yearly output with 14%Started Preventive Maintenance Programs on Production Equipment.Driving the Manufacturing side to accomplice AS9100 certification in April through training and restructuring.Improving processes and materials and reduced defects by 20%.

Hired as Senior Director Engineering and after reorganizing the department promoted April 2005 to Senior Vice President. Responsible for Sales, Quality, Finance, Purchase, HR, and Logistics. Tepro is an 850-employee company in a turnaround and reorganization situation. The company is a subsidiary of a Japanese Rubber manufacturer.Major Accomplishments:Reorganized the engineering department for better service to production. Increased the extrusion output about 15% through less downtime, optimized maintenance, and lean manufacturingReduced short shipments to 0 from 700 a month,Developed strategy to turn the company around and got plan approved by the Board of Directors of the parent company.Chaired the Quality improvement team and reduced the PPM from above 7.000 to under 400. Main responsible for obtaining TS16949 certification.

Carolina, & WorldwideResponsible for operations, reporting and strategic planning for this 6.000 employee, $1/2 Billion rubber Extrusion Company. This includes consolidation and out sourcing of manufacturing worldwide to lower cost facilities in US, Europe and China. The position also involves moving the company toward more controlled manufacturing processes, industrializing new products while reducing scrap and pushing operations to higher economies of scale. Acquired by GenCorp.Major Accomplishments:Saved $10+ million by closing two manufacturing facilities in Germany and opened a new facility in the Czech Republic using lean manufacturing and reduce costs and improve profitabilityReorganized the manufacturing operations (Scrap reduced from 16% to 12%, improved Productivity from 16M/M to 20M/M, and reduced Man Hours with 10%) along with local management, to improve ROE and EBIT with 4% or $40+ MillionInstituted programs to improve employee morale and elevate performance by raising attitudes toward product quality and customer service and thereby retaining accounts at risk of loss to a value of $100+ Million.Updated locations to bring operations within QS 9000 standards and got the group certified againSuccessfully lobbied and received $3.5 million municipal contribution for locating facility Developed plans for new $200 million project that is ready to launch

Recruited to a position of total P&L responsibility and 300 employees in this plastic injection molding operation. Build up new diverse customer base. Turned the company around to a tier 1 supplier.Major Accomplishments:Implemented ISO 9000 and QS 9000 to become competitive and a market leaderReduced scrap $1.2 Million by implementing lean manufacturingNegotiated increase of sales prices on existing contracts 15% to an amount of 3.6 million.Increased the number of orders by building strong customer relationships to an amount of $12 MillionCompleted a turnaround in employee morale and attitude toward quality and reduced PPM to under 1500Greatly improved customer relations and added $10+ Million in new projects.

Was recruited to Alcoa caused by the excellent reputation gathered as a consultant and charged with the responsibility of consolidating European operations under one umbrella. Major responsibilities were Finance, Procurement, and Analysis for this plastic and aluminum closures packaging manufacturer.Major Accomplishments:Spearheaded the implementation of a common US financial IT system in each European locationAnalyzed costs and reduced overhead 20% or $5 Million by enabling the first analysis of global results in EuropeSuccessfully used one budget model in the region and was able to consolidate by softwareSaved $4 million by keeping the raw material prices at 10% lower than the market price by pool purchase to the region