Rick Hoffman Email & Phone Number

Forest Park, Georgia, United States

XPO is a third-party logistics company offering end-to-end supply chain services around the globe. They operate more than 1400 locations across 31 countries, making them one of the world’s largest providers of logistics services. This site was previously owned by Jacobson and Wilpak. Customers included Mars Wrigley, Coca-Cola, and Nestlé.– Led teams of up to 450 manufacturing, packaging, and warehousing associates in a 400K SF operation running two shifts five days per week. Team operated 15 production lines. Also managed 40 people in the office.– Managed this co-packing operation with $50M in annual revenues. Over the years, supported customers including Clorox, Coca-Cola, Hasbro, and Mars Wrigley (14 years).– While serving the Mars Wrigley account, developed additional business with Walmart, Sam’s, and Costco.– Promoted from Operations Manager in 2009. Turned a money-losing operation into what became the most profitable operation among 80 locations in the XPO food and beverage supply chain network.– In charge of direct and indirect headcount and expenses for a production operation yielding record level profit margins utilizing a workforce made of 100% temporary labor.– Established this site as XPO’s “flagship” packaging operation for all the Mars Wrigley co-packing operations. Achieved revenues and margin goals while maintaining the highest quality standards in a food grade facility. – Achieved Total Recordable Incident Rate (TRIR) of less than 0.5 versus a goal of 1.2.– Worked with three temporary labor services to meet daily manpower requirements. Managed the schedule to reduce large fluctuations in daily headcounts and stabilized production levels.– Developed new procedures and processes to meet customer quality and manufacturing operating standards.– Developed unit prices for new projects. Determined equipment requirements and cost justifications. Organized new projects from start-up through full production.

Atlanta, Georgia, United States

Poly Trim was a manufacturer of architecturally decorative polyurethane products.– Organized the company from the concept to the manufacture of polyurethane products in an offload capacity to support growth in the industry. Established and implemented facility requirements for production.– Managed all operations of the company including business development, equipment purchases, hiring, and set-up of the operation. Established and developed relationships with vendors for all raw materials.– Monitored shipping, invoicing, and many other administrative functions.

Smyrna, Georgia, United States

Focal Point Architectural Products manufactures architecturally decorative polyurethane materials for commercial and residential applications. The company was purchased and moved to North Carolina in 2002.– Led a team of 150 people. Drove $20M of revenue annually. In charge of manufacturing operations, purchasing, quality control, shipping and receiving, invoicing, and inventory control. Key customer was The Home Depot.– Established and implemented production forecasts from sales projections.– Centralized purchasing to reduce capital expenses and improve cash availability.– Developed professional relationships with vendors / suppliers to reduce pricing and improve terms on raw materials and operating supplies.– Prepared and approved monthly financial reports for the investment group’s review.– Increased productivity by 160% from 1997 to the date company relocated to North Carolina in 2002.– Established and met 98% shipping efficiency.– Ensured compliance with regulatory agencies and state labor laws.

Alpharetta, Georgia, United States

U.S. Jetting is a leading manufacturer of high-pressure water cleaning equipment for commercial application.Plant Manager– Led a team of 35 people. Drove $10M of revenue annually.– Designed machines for special applications ranging from cleaning sewers, cutting thick metals using CNC two-axis tables, and cleaning the inflow side of hydropower plant surfaces.– Drove shipments of standard machines as well as special projects and custom-built machines.– Developed a production operation that increased output by 200% from 1993 to 1997.– Established a strong quality control program to monitor customer returns during our growth period.– Determined capital expenditures and other tooling requirements to support future sales growth.– Coordinated purchasing requirements for company on standard machines and special projects.