Thomas Beier Email & Phone Number

Dallas-Fort Worth Metroplex

Managed strategic transition of aerospace products across divisional sites. Goal was to establish "Centers of Excellence" at each Parker site and transition products from the centralized Fort Worth site to the best suited divisional site to optimize cost and efficiency. Led team responsible for product identification, coordination of overall transitions process, customer interface and collaboration with site leadership (both domestic and international).

Responsible for Ft. Worth Plant Operations, Quality, Manufacturing Engineering, Environmental Health & Safety (EHS), and Facilities. Parker Aerospace is the world's leading diversified manufacturer of motion and control technologies and systems in the aerospace market.

Dallas-Fort Worth Metroplex

1st Global is a privately-owned Business Development company supporting CPA firms with financial services. Annual revenues of $130M. Reported to CEO & President; Managed 150 people;Directed daily operations; Established firm policies & procedures; Oversight of customer service centers; Responsible for risk identification/mitigation; Directed Project Office (PMO); Managed Information Technology; Quality assurance & employee training oversight;Selected Contributions:• Led effort to change $20M entrepreneurial firm into a $130M institutionally-run company in 6 years• Strategically positioned company as high service provider & defined operational policies that resulted in receiving Industry Service Excellence Award for 6 consecutive years (2003-2008)• Led change of firm culture while re-engineering back office operations which elevated customer satisfaction & loyalty scores from 58% to 99% & slashed customer attrition from 18% to 1%

Global financial services firm with full suite of wealth management services and ~15M customers. Annual Revenues of $12B. Reported to business unit EVP; Managed 300 people;Directed daily operations; Budget management; Staff recruitment & development; Project Management; Orchestrated effort to streamline company-wide activities relating to Fund Transfers in order to increase revenue, slash expenses and drive customer preference & satisfaction levels.Selected Contributions:• Consolidated Operations from NY to Dallas resulting in a $3M annual reduction in processing costs• Reduced cycle time by 25%, elevated transfer revenues by 20%, & increased customer satisfaction ratings from 73% to 93% by piloting the enterprise-wide re-engineering of customer satisfaction initiatives within Fidelity’s Transfer Operation.• Used Kaizen (continuous improvement) techniques & employee involvement to reduce operating costs by 25% within 18 months of introducing this program.

Boeing is a global aerospace company that produces commercial airliners and military products. Annual revenues of $65B;Reported to Plant Manager; Managed 1800 FTEs; Multi-shift, Multi-site Electronics Manufacturing & Test; PCB Assembly; Module Box Builds; Electronics Repair Service Center; LEAN Mfg; Process Engineering; Program Management; Quality Assurance;• Redesigned Repair Service Center. Resulted in a 30% reduction in costs, an improved product yield (20%), & a 50% reduction in cycle time. This improved customer satisfaction & increased repeat business by 15%• Re-engineered supply chain process. Reduced inventory costs by 20% & slashed waste costs (shrinkage) from $15M/Yr to under $5M/Yr in 3 year period• Led effort that identified & resolved process defects in the PCB area. Established parameters, measured results, developed solutions, & trained staff to eliminate defects from over 10,000 per/million to under 1500, an 85% reduction in a 4 year period

Bachelor Of Science - Bs, Engineering/Industrial Management

Master Of Business Administration - Mba