Thomas May Email & Phone Number

Leading the development of a best-in-class fleet operations program of a large mining, construction, and materials company consisting of 63 acquired businesses with more than 30,000 pieces of mobile equipment worth over $4.8B and an annual owning and operating cost of $1.3B. The critical effort has been in moving entrenched cultures from a “fix when fail” mentality, to a mindset that “equipment is a business” and can directly impact bottom-line profits through reduced operating and production cost. Focus has been on establishing key performance metrics and financials, partnering with operations, developing equipment managers into “asset managers”, building a computerized asset management and maintenance system, implementing a standardized repair and preventative maintenance program, driving effective capital management practices, fleet right-sizing and proper application, developing collaborative relationships with the OEMs, improved procurement practices, building total cost of ownership analytics, and ensuring a proper RONA. Over the past 4 years, the mindset of the operating companies towards equipment has undergone a significant positive shift. Operational engagement and acceptance is on the rise. A consistent 2.8% yearly increase in total cost per hour for equipment has been halted. Reliability increased by 6.2%, utilization of equipment is up 10.5%, work order completion is up 642%, and PM compliance is up 26%. All resulting in yearly average savings in excess of $39M per year (approx. 3% of total spend)

Managed multiple projects teams that trained and implemented lean manufacturing processes, asset management, and performance management. Created production and maintenance standards, improved shop performance, developed key production and performance metrics, enhanced the Capex process, improved financials, and increased technical skills of the front line employee. Brought about cultural change by helping middle and front-line managers become proactive leaders. During the 3 years of performance management, the team was able to produce over $100M in savings in production cost.

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Full P&L responsibility for a division with revenue of $105M, 14 production plants, and 250 employees. Brought into the Jacksonville division to improve productivity and increase growth. Division achieved the best production and delivery cost in the entire company. Sales revenues increased 28% to 86 million while cost of sales per unit decreased by 4%. Success was based on the building of a strong operational team and creating a highly professional customer service department

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Brought in as the VP of Operations for the Central Florida division to help address lagging returns and poor employee engagement. This division was slightly larger than the Jacksonville division with the addition of precast and prestress production. After addressing many operational issues and employee concerns, the division achieved a 22% return on a 23 million dollar capital employed budget with sales revenues of $100M. The division achieved the highest productivity rates and the second highest sales revenues in the company.

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Managed a concrete block production facility that produced 5 million units annually with sales of $2.5M. Within six months, production output increased by 45% while decreasing production cost by 14%

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Developed and implemented the Health Safety and Environmental program for 64 production facilities, 600 commercial vehicles and 1200 employees. In less than 3 years, the company reduced lost time incidents by more than 84%. Initiated and implemented all the required environmental programs to ensure compliance with newly developed state regulations relative to air emissions, fuel tanks, waste water and storm water control.

Washington, Dc, Us

9-year active duty carrier Naval Aviator with 2300 hours of flying experience, 160 hours combat time, and 350 carrier landings. Obtained the level of wing qualified Landing Signals Officer and Mission Commander. Duties included Aircraft Maintenance, Operations, Scheduling, Standardization, and Quality Management. Received Navy Commendation and Air Medal. Awarded an Honorable discharge in December 1997.

Bachelor’S Degree, Civil Engineering

Master Of Business Administration (M.B.A.), Business Administration And Management, General