Director of Operations/General Manager

A leadership role in engineered products industries serving the API markets where I may use my strengths and experience to grow an operation.

DRESSER-RAND COMPANY, Wellsville, NY 11/02 – 7/08

Director of Operations, Steam Turbine Division 5/06 – 7/08
Profit and Loss responsibility for a $170MM operation manufacturing steam turbines and portable ventilation equipment serving the AP, government and energy markets.

• Successfully rebuilt senior staff while increasing production capacity by 67%.
• Successfully completed plant consolidation on time and within budget while establishing a new Technology Center housing key engineering and commercial operations personnel.
• Restructure of the Wellsville operation to address specific product and market requirements.
• Implemented a focused LEAN process to create effective and coordinated value streams resulting in a 204% and 500% increase in two product lines.
• Reduced aftermarket overdue backlog by 65% while improving on time performance by 20%.
• Introduced a short delivery cycle process for the aftermarket business which resulted in 94% on time delivery within 24 hours for over 35% of monthly shipments for these high margin parts.
• Successfully drove a major outsourcing program of 180,000 hours targeting a 25% cost reduction.
• Utilizing a $1 MM New York State training grant, developed hourly machinist training program with the local state college to upgrade new hire skills.

TUTHILL ENERGY SYSTEMS, COPPUS ENGINEERING, Worcester, MA
Manufacturer of single stage steam turbines and portable ventilation equipment.

Vice President and General Manager 11/02 – 5/06

• Improved Profit Before Taxes (PBT) by 40%.
• Successfully completed staff reorganization including the re-establishment of a positive working relationship with local Bargaining Unit.
• Championed the re-introduction of Lean Manufacturing processes including SMEDs, 5 S, and Kaizen events.
• Establishment of a focused cost reduction program generating over $1MM in savings.
• Established cross-functional design teams resulting in the timely introduction of three new products on or under budget.
• Championed the development of a new product line including negotiations for the technology, development of product specification, staffing, sourcing, and marketing plans.
• Improved customer service levels to over 96% while reducing backlogs by 35%.

BA, LeMoyne College 1974

FOSTER WHEELER ENERGY CORP., Dansville, NY 2001 – 2002
Manufacturer of pressure components for the North American utility boiler market.

General Manager
Full Profit and Loss responsibility for this $40MM operation. Direct responsibility for manufacturing, quality assurance, human resources, materials, contracts and finance.

• Reorganized, consolidated operation, and recruited new management team.
• Championed process improvement team implementing scheduling system reducing overhead support manning levels by 10%.
• Restructured operation to move from OEM to Service / Parts operation reducing workforce by 60% while maintaining cost targets and improving on time shipments from the low 50% level to 95%.
• Introduced Lean Manufacturing techniques.

TUSCAN MANUFACTURING INC., Mobile, AL 1998 – 2001.

President

• Doubled sales volume in the first two years expanding into regional manufacturer.
• Upgraded manufacturing capabilities through improved work methods and capital expenditures.

QUINCY COMPRESSOR, Division of COLTEC INDUSTRIES, Bay Minette, AL 1995 – 1998
Manufacturer of rotary screw compressors up to 350 HP.

Vice President/General Manager
Full Profit and Loss responsibility for this $65MM plant. Direct responsibility for product engineering, R&D, manufacturing, quality assurance, marketing, inside sales, customer service, human resources and materials.