CHRONOLOGICAL RESUME

EXPERIENCE:

2006-Present DTI Southfield,MI.

· $58 million in Sales of Metal and Plastic Components / Tooling .

Director of Corporate / Plant Operations

· Responsibilities

· Manage Manufacturing, Engineering, Purchasing and Finance. Assets in the US, China, Taiwan, South Korea and Canada.

· Accomplishments.

· Developed Purchasing and Logistics database Set up CAD and Project tracking database Started development of new suppliers Negotiated new healthcare contract Wrote primary sales presentation Started comprehensive business plan Organized main supplier for production viability Corporate Identity and website development .

· Set up new product development process.

· Forecasting an average of 10 percent profit on sales.

· Devising and implementing a new corporate business structure involving quoting, purchasing, and finance.

· Implemented new financial status documents .

2004-2006 Union Stamping / Mayflower Vehicle Systems, Farmington Hills,MI.

· Automotive and large truck metal stamping company.

Program / Account Manager

· Responsibilities

· Lead development teams. Responsible for managing risk, resources, time, and budget. Conduct all sourcing negotiations, interaction with the customer and internal reviews. Conduct presentations with GM and US&A senior management. Develop tooling through sources in Korea, Canada, United States and the United Kingdom. Handle all commercial issues involving roughly $80 million in sales. .

· Accomplishments.

· Delivered 127 dies sets, 26 assembly cells and 242 parts .

· Set up new product development process.

· Forecasting an average of 10 percent profit on sales.

· Devising and implementing a new corporate business structure involving quoting, purchasing, and finance.

· Implemented new financial status documents .

1999-2004 Ford Motor Company (IMSI), Dearborn, MI.

· Automobile Manufacturer.

Lead Product Development Consultant - 2004 Ford S197 (Mustang) Vehicle Program

· Report to vehicle program manager.

· Manage eight man consulting team.

· Focusing platform core team on program management, execution effectiveness, resource and design optimization .

· Teaching target setting, packaging, manufacturing process balancing, etc. to team management.

· Coordinating finance, engineering, marketing and manufacturing.

· Piloting and coordinating interaction of several corporate computer tools.

· Considered expert in organizations, planning, manufacturing, packaging, plastics, stampings, castings and textiles.

1995-1999 The Budd Company, Plastics Division, Troy, MI.

· $180 million plastic interior and exterior automotive body parts manufacturer.

Business Unit /Plant Manager - General Motors and Chrysler Business

· Managed all General Motors and Chrysler related business (20 development people and two plants ), $85 million in sales, or 45%, and $25 million budget a year. (GM’s Truck, Saturn, and MidLux divisions and Chrysler’s Prowler, Truck and Jeep platforms.)

· Turned around P / L, -12% (loss) when started to 8.3% profit, a $16.2 million swing

· Negotiated all customer contracts, averaging $15 million each. (30 per year).

· Ran Cobourg, ONT plant (300 people). In two months, operations throughput increased 30% and realized a $1.2 million savings. Went from $185,000US monthly losses to $63,000US earnings after six months.

· Rebuilt half of North Baltimore, OH plant (250 people). Adding 80,000 sq. ft. to accommodate RRIM process capability. Re-timed plant. Added product diversity and took plant from $3 million annual loss to $12 million profit position.

General Motors Corporation (GM), Warren, MI.

· Automotive manufacturer.

1994 - 1995 Group Coordinator - Exterior & Interior Body Systems Centers, North American

Operations (NAO)

Selected to corporate business planning team due to my vision, leadership abilities, organizational skills and business sense.

· Managed 39 subsystem leadership teams (195 people) in providing technology and financial business cases for product portfolio. Controlled roughly 72% of listed product, $25.4 billion annually purchased product. Considered expert in plastics, sheet metal, casting and textiles. First year savings were estimated at $5 billion dollars.

· Reengineered corporate process and organizational structure while also forming and manning Corporate Interior and Exterior Body Engineering Centers for Corporate Executive Director of Body Engineering. Reduced structural costs by an estimated $15 billion a year.

1992 - 1994 Project Manager - Genesis Project

Provided a common understandable communicative medium for marketing, design, engineering and customers. Originated a vehicle market's target product description and design requirements. Selected for vision and leadership skills.

· Created a vision to reduce vehicle development by 20 months.

· Managed 9 person development team with $1 million budget.

· Reported directly to GM Executive Vice President of Midsize Car Division.

· Accelerated C5 Corvette Program 19 months. Brought customer driven design focus. Shortened packaging time, avoided numerous customer “dissatisfiers” by using virtual reality techniques. Enabled new technologies, such as hydro-formed frame rails, to be incorporated into design. Cost avoidance was estimated at $130 million.

· Consulted Corporate Advanced Engineering Chief with implementation of $38 million Portfolio Engineering and the Market Research Center, a 200+ member group whose function is the integration of all GM initiatives at vehicle inception.

· Reduced engineering development and lack of tooling revisions amounts by an average savings of $400 million per vehicle .

1985 - 1992 Model Year Manager - Appearance Engineering (Chevrolet-Pontiac-Canada Group)

Managed corporate product appearance development. Set corporate color policies and timing. Essentially made a Chevrolet look like a Chevrolet and a Cadillac look like a Cadillac.

· Managed, analyzed, organized, timed and oversaw each year's color program. Reduced delivery time for new interior colors by three months, saving $250,000 per vehicle.

· Constructed a database network to communicate build material requirements and their subsequent development status, as it would tie into each vehicles build timing saved an additional estimated $2 million a year.

· Managed 120 material suppliers using Statement of Requirement contracts, saving an estimated $40 million the first year.

· Introduced "soft paint" into the North American automobile market. It has allowed cost savings of $7 million the first year while improving the perceived quality of GM products. Is now used on almost every GM product.

· Spearheaded colored material quality control measures. Increased customer satisfaction and avoided costs estimated at $1.5 million a year.

1983-1985 Clow Corporation, Pontiac, MI.

· Environmental chemical assay service.

Chemist / Safety Manager

· Analyzed samples for organic and inorganic content.

· Used gas chromatography, atomic absorption spectrometry and mass spectroscopy.

EDUCATION:

· Michigan State University, 1980. BS Biochemistry

· Kellogg Biological Station, 1981. Research on algal enzyme chemistry.

· Purdue University, 1981-1982. Biochemistry. Some graduate work, full stipend/teaching assistantship.

OTHER EDUCATION:

SKILLS:

Skill Name Skill Level Last Used Experience

Manufacturing Expert Currently used 14 years

Marketing Intermediate Currently used 14 years

Engineering Intermediate Currently used 14 years

Product Development Expert Currently used 14 years

Financial Expert Currently used 12 years

Organizational Development Expert Currently used 14 years

Paint Expert Currently used 10 years

Planning Expert Currently used 14 years

Plastics Expert Currently used 14 years

Castings Intermediate Currently used 14 years

Stampings Intermediate Currently used 7 years

Textiles Intermediate +4 years ago 10 years

QS9000 Intermediate Currently used 6 years

Kaizan, Synchronous,

Cellular Manufacturing Expert Currently used 10 years

Research & Development Expert 1 year ago 13 years