Serve on various BoardsPresident of WP Manufacutring - injection molding Executive Representation & Consulting- selling and buying Manufacutring businesses

Functional roles included Human Resources, Global Sourcing, Warehouse Management, Inventory Management, Order Fulfillment & Monthly Shipment Objectives. Results included: Improved Operating Income from 13% to 21% and EBITDA to 24% over two years. Installed PFEP (Plan For Every Part) and improved the Sourcing Staff, resulting in greater on-time delivery, reduced inventory and tracked sales forecast to actual sales by month and across 8,000 SKU's. Predictive modeling using PFEP for Order Fulfillment and established "Intuitive" physical warehouses. Resolved employment legal cases, resolved staffing challenges and developed individual professional development plans tied to the Corporate Human Resource Strategic and Succession Plans.

Contributed as a team member to the acquisition due diligence process of Tread Corporation and assumed the position of CEO and Board member upon completion of the acquisition. Invested in the business initially and further invested to acquire up to 20% of the business. Tread Corporation is the largest manufacturer of explosives handling equipment referred to in the industry as Bulk loading trucks for the commercial blasting industry. Revenue was doubled from $20m to $40m in three years while increasing EBITDA from 9% to 13%. The business strategy was developed focusing on seven revenue streams and increased international sales from 20% to 70% of revenue or a seven fold increase of international sales. Business entities were established in Santiago Chile and Brisbane Australia while selling into 42 countries worldwide.Tread focused on operational excellence leading with safety as one of the ten keys of LEAN, quality, material presentation, visual boards, color coding, vendor managed inventory (VMI), established point use and point of source techniques and visual management. Sourcing significantly contributed to the business performance by first establishing a sourcing strategy, decreasing lead times, establishing VMI programs, reducing suppliers, significantly decreasing transactions, establishing quality certification programs, reduced cost, improved payment terms and established a partner philosophy with Tread’s suppliers. The cultural transition and managing change was challenging for high performance teamwork. A mission, vision, values, core competency and customer value proposition were established with a cross functional and multi-level associate involvement team. A communications plan was adopted that included town hall meetings, functional meetings, associate involvement sessions, work-out improvement teams and communications on monthly results and planned business strategy.

Board member for Seitz Corporation from 1999 to 2007. The company was having severe financial difficulty, having lost money and sales for 3 ½ years. The Board asked me to turn the company around in exchange for an equity position. I agreed and assumed responsibility as President and CEO in April 2003.The company has three businesses. The Torrington, CT business is an injection molding, tool room, assembly and design engineering business providing engineering thermoplastic solutions to the medical, banking, business machines, beverage and automotive businesses. Infinity Compounding Corporation, located in Logan Township, NJ, is a resin extrusion start-up in 2005. The third business is Seitz China, located 90 miles west of Shanghai.Torrington business: Increased EBIT from negative numbers to 11.3% and sales from $16m to $24m, or 50% increase at the end of 2006. Revenue for 2007 was expected to be $28m and 12.7% EBIT. Initiatives included a significant sales growth strategy through market coverage and a multiple industry sector focus. Internally, emphasized execution, margins, manufacturing variance, LEAN, supply chain management and demand flow technology. Developed a dashboard that included on time delivery, defects per million to the customer, DSOs, customer service, margins, sales growth, sales per employee, value added per employee, asset utilization, cash and debt reduction.Infinity Compounding Corporation: Started a resin extrusion business from a green field to enhance the sales and profit growth of the company. Leveraged resin sourcing and chemistry expertise for customer solutions. Sales for 2006 were $2.4m with $6.5m expected for 2007; EBIT at $6.45m was expected to be 10%. This start up required developing a product, leasing a building, staffing the organization, purchasing and installing equipment, developing a strategic plan, financial plan, legal filings, literature, website and internal systems/processes.

Cedar Rapids Highway Paving Equipment & Crushing and Screening equipment.Simplicity Engineering, Michigan, Screening equipment.Jacques Engineering, Australia, Crushing & Screening equipment.Managed three separate businesses; Cedar Rapids, Iowa, Simplicity Engineering, Michigan and Jacques Engineering, Australia serving the mining, quarries and road construction industries. Total sales for the three businesses were $225m, seven plants and 800 employees.Key initiatives included restoring the Distributor network, providing aftermarket support and consumption models for the equipment with fill rates surpassing the industry standards for wear parts, consumables, parts and accessories. Established a customer centric organization, increased the sales force, established incentives for growth, profitability and dramatically increased customer visits to the plant and to the customers business.A major effort was directed at reducing inventory at the factory and at the Dealerships. Manufacturing lead time was reduced from 12 weeks to 1 week for highway paving machines. Launched seven new products and applied LEAN, demand flow technology, vendor managed inventory, and rigorously applied manufacturing principles of standardization, commonality of parts, interchangeability, and modularity of the products.Sales increased 12% per year and profitability increased from breakeven in two businesses to 9% and the third business continued at 14% EBIT. ROA improved dramatically due to the reduction of inventory from 2 turns to 8 turns, improved accounts receivable, 85 days to 28 days, and improved profitability.

Contech is a $400m manufacturer of PVC pipe, corrugated metal pipe, structural plate for tunnels and bridges, pedestrian bridges, keystone block and other products. Managed 28 capital intensive manufacturing processing plants.Achieved an increase in EBIT from 7.5% to 11.8%, reduced inventory by $12m or 19% with a steel supplier consignment program and increased product availability on Pareto items (80/20). Leveraged best practices and improved throughput in the factories using demand flow technology. Manufacturing operations were improved by synchronizing production among clusters of plants, increased manufacturing capability and flexibility (flow manufacturing) and developed initiatives in categories of people, process, product and customer service for manufacturing excellence.Strategic market share initiatives were developed at each plant to increase sales, increase market share, improve customer relationships and control their operating cost.

GM Rotary Drill Garland Texas, Drills for miningGM Blaw-Knox, Mattoon, IL, Highway Paving EquipmentExpatriate Assignments in Lyon & Paris FranceGroup VP Human Resources at CorporateInternational assignments