Wayne K. Email & Phone Number

2900 N. 95A Cantonment Fl 32553

 Foley hired me to increase their revenue, as they had been losing money since they acquired this company three years prior. During the time I was there I was able to take them from ($156K) per month and changed it to a positive $126.  They experienced a fatality on March 15, 2023 (prior to my arrival), they were investigated by OSHA, and found negligent for multiple safety violations, thus incurring a tremendous fine. This also created a lawsuit by the family. My first couple months I was able to take the 100% chance of another fatality and decrease that to less than 5%. I continued to work on decreasing other safety related possibilities from 100% down dramatically through implementing specialized training, got them up to OSHA’s requirements in case of inspection, introduced safety procedures, policies, committee and culture. I handled all incident investigation and documentation.  The company was placed on probation with FDOT because of product quality and documentation. I developed a favorable relationship with the FDOT inspectors and reversed our probation during my second month.  I created strong teams by moving personnel into the correct departments to improve efficiency and increase productivity. This included getting the correct leadership into each department such as maintenance, dry cast lead, tip out lead, wet cast lead, yard lead, QC, and Production manager. By implementing Lean Manufacturing, six sigma and 6S programs We were able to go from producing fifteen tons, six people in our wet cast department to sixty tons, six people per day.  I handled all inventory and reconciliation.  I oversaw P&L and cap ex.  I oversaw hiring and terminations.  I worked with accounting on the plants required inputting of data.  I also worked with the Sales Team to re-establish relationships with previous clients that had stopped doing business with Foley.  I created a “Yes We Can” attitude among employees to boost overall morale.

1141 Vine Street, Lakeside, Ca

 Oversaw twenty-two employees in three different departments in this plant, underground utility, wet utility and dry cast pipe. I was responsible for all activity in the plant and the yard.  I was responsible for working with a Safety officer to increase our overall safety. While I was there, we were able to go without any recordables.  I continued with six sigma's, 6S and lean manufacturing programs. I was responsible for continuous improvement in all departments. I was responsible for overseeing the maintenance of all equipment, QC, four leads, one custom employee.  I worked with the purchaser on needed supplies.  I handled all inventory counts. I worked with a scheduler to produce correct product that day.

9650 Camino Ruiz, Mira Mar, Ca

 In this position I was responsible for everything in this unit.  P&L, ordering supplies, employee hiring and terminations, customer service, sales numbers.  Inspection of vehicles. Maintenance of equipment, storage facility and building.

Lakeside, California, United States

 I had wanted to try and see if what I had learned through my career would help me succeed at my own business.  I was purchasing items and reselling them for a profit.  I started with one pickup truck and grew the business to two pickup trucks, two full size trailers and five part time employees.  I had created repeat customers and was able to increase my profit from $1,500 per month to $4,300 per month.  I was working on getting a business loan or government grant to open my own store. I had been working 7/24 for four years. I knew by getting my own store it would take another three to five years to decrease my long hours. That is when I decided to move onto U-Haul.

Lakeside, California, United States

 Oldcastle purchased us from US Concrete. My responsibilities in US Concrete carried over to Oldcastle.  I over-saw the following departments Production Manager, Maintenance manager, Quality Control manager, Dispatch manager, Project Managers, Safety officer and Purchaser.  I was also responsible for monthly and yearly inventory reconciliation, EBITDA, cap-ex projects and funds, P&L, portions of HR, portions of sales and Portions of accounting.  I utilized lean manufacturing, six sigma's and 6S programs to help us continue to grow.  I did risk assessments, incident investigations (5-whys)

San Diego County, California, United States

 US Concrete Purchased us from San Diego Precast Concrete.  I was responsible for the following Managers, Plant, Maintenance, Quality Control, Transportation, Inventory manager, Project manager and purchasing. I oversaw two locations.  I was also the Safety Manager. I handled all OSHA requirements and documentation. I did risk assessments, incident investigations (5-whys), and safety improvements by utilizing 6S projects.  I worked with portions of HR, portions of sales and Portions of accounting.  I handled monthly and yearly inventory reconciliation, EBITDA, cap-ex projects and funds and monthly P&L, I utilized lean manufacturing, six sigma's and 6S programs to help us continue to improve costs.  When US Concrete purchased us, they wanted a brand-new building and location for our company. I oversaw along with the project manager this task. I was involved in finding land to purchase or lease, figuring out costs, plant layout, newer equipment, and how to keep this all within our budget. I was able to help create the team to do all this with my General Manager. I worked with my team on relocating both our current plants into this one location. While we were moving, I organized it so we could run all three plants until everything was moved.  I handled all inventory.  I worked with accounting on the plants required inputting of data. I made sure we were ready for NPCA audits.

Lakeside, California, United States

 I started out as a General Laborer working in the yard.  I was promoted to Leadman for my GFRC department, then to Assistant Quality Control before being promoted to Assistant Plant Manager / EHS, and finally to Plant Manager.  The Plant Manager was also the Project Manager for our custom product line. I was responsible for setting daily Production, managing five foremen, purchasing and safety.  As the safety Manager I created procedures and policies. Trained personnel daily and monthly, Handled incident reports.  I was able to start Lean manufacturing processes in this plant. I was promoted to the Operations Manager My new role had the exact same responsibilities as they were in US Concrete.  When I started, we were at $9,000,000 per year in sales. When we sold to US Concrete, we were at $14,000,000 a year in sales.  I was responsible for the P&L