Peter Scovic Email & Phone Number

Akron, Ohio

– Developed a strategy and implemented the turnaround plan for a metal fabrication company – Addressed issues on both the sales and operations side of the business.

Lagrange, Georgia

– Held full P&L accountability for all aspects of $30M, 150-employee, global business operation. – Defined and focused strategic direction; grew sales more than 10% annually for the first four years. – Negotiated five-year, $50M development-purchase contract to retain largest client. – Expanded international footprint and sales channels increasing sales contribution from 5% to 18%. – Drove 2009-2011 cost reductions of $1.3M, which was double the targeted amount. – Consolidated and relocated a money-losing business unit and brought it back to profitability in one year. – Employed “Lean” tools, cut manufacturing variances in half, and improved gross margin 5-6% on legacy products. – Developed and launched new products in new markets that accounted for over 30% of sales.

Portage, Michigan

– Held full P&L accountability for this $55M, 350-employee, multi-continent manufacturer. – Delivered double-digit earnings (EBIT percentage) in U.S. operations for eight years despite severe spending cutbacks in our industrial customer base. – Directed “Lean” initiatives, improving on-time delivery performance from 78% to 94%; reducing cost of quality by 40%, and raising productivity 10%. – Acquired and led integration of a European manufacturing company expanding market diversification. – Formulated and managed a restructuring in European operations, saving more than $1.6M per year. Also consolidated two U.S. operations and reduced SG&A costs by 30%. – Increased investment in R&D bringing new products which consistently contributed over 20% of annual revenues and sustained gross profit margins over 50%. – Developed and guided cost reduction programs; lowered break-even point by 35%.

Portage, Michigan

– Led a global team whose sales grew to $25M. Grew bookings by an average of 15% per year. – Managed all resources and directed marketing, business development, sales, product application, customer service, and product development to grow sales and earnings. Final authority on product, price, promotion, and market channel decisions in the Engineered Filter Systems Division. – Hired, trained, and managed an international representative and distributor network that accounted for 90% of sales revenue. Won new customers in 50+ countries, including the largest single order in company history. – Led development and launch of a new product platform that contributed 20% of annual sales. – Provided team leadership and set strategic priorities for new product development. Created dozens of new products and defended share position in two dominant niche markets (pulp and paper, oil and gas).

Portage, Michigan

– Led a team of 90 production employees. Managed all manufacturing resources to maximize gross margins and optimize asset utilization while maintaining the highest standards of quality, customer satisfaction, and code or environmental compliance. – Oversaw sourcing, materials management, manufacturing engineering, quality, and production including machining, welding, electronic assembly, and final fabrication operations. Member of the executive management team. – Established new plant-wide standard work processes. Cut most product-build cycle times in half and delivered record operating earnings. – Negotiated favorable labor contracts with the union workforce, reducing job classifications from 48 to six and improving labor relations. – Managed facilities expansion, plant reorganization and testing laboratory start-up – all under-budget. – Designed and implemented reforms in production procedures and work instructions, achieving “first in industry” ISO-9001 certification in 1992. – Managed under-budget transfer of a business unit to new facilities with no service interruption.

Bba, Marketing And Economics

Advanced Management Program