To learn more about each organization visit the applicable page under Company Profiles.
Click here to download printable version.
Engage and empower workforce to optimize performance and ensure operational health in key areas, including production, quality assurance, on-time delivery, and employee safety through the development and implementation of sound business strategies, continuous improvement practices and lean manufacturing initiatives.
- Achieved positive EBITDA, for first time in more than 3-years, focusing on operational practices and efficiencies.
- Managed 462.4% increase in production backlog, over 120 days, by improving operational processes and enhancing production flow.
- Increased production utilization 156.4%, in under 90-days, through effective labor and resource allocations.
Lead day-to-day operations of partnering advisory firm that assists small to medium size business organizations in making a real, meaningful, difference in their business's performance. Spring Valley Advisers has decades of experience developing the skills that successfully improve business operations performance.
- Performance Optimization. Partner with organizations to assure organizational processes are deliberate, proven, trusted, and continually improved in order to optimize results.
- Strategic Initiatives. Guidance in the development of well-researched, clearly defined, fully documented, and well implemented business strategies.
- Value Maximization. Demonstration of critical factors that have a dramatic impact on value and can drive valuations higher.
Recruited to lead performance improvements in three key organizational areas: product development, production processes and quality assurance. Leadership efforts, utilizing Lean, Six Sigma, and Continuous Improvement practices, improved commercial and operational performance for recognized leader in the manufacture of, “Made in USA”, hose couplings, adapters, fittings and fluid transfer components serving the demands of firefighting, oil & gas, environmental services, and broad industrial applications, throughout global markets. Red Head Brass is a D'Orazio Capital Partners company.
- Reduced cost of quality (scrap dollars) 88.7% over 90-day period, by introducing process improvement in chronically troubled work center.
A department critical to the overall production process had been experiencing a chronic quality issue, which accounted for as much as 69.8% of total monthly scrap dollars. Upon a review of the process, and the resulting quality issue, several recommendations were made on how to improve results. Upon implementation of the recommendations the scrap rate declined to 11.86%, of total monthly scraps dollars, within the first month, and then to a 3-month average of 4.99%, of total monthly scrap dollars, an 88.72% decline within the first 90-days, from the prior period average.
- Improved new product time to market 5-fold, in less than 10-months, by focusing and formalizing product development and project management practices.
A review of the product development plan demonstrated that, although a rather rudimentary spreadsheet was being used to track product development progress, new market introductions were significantly lagging plan. A formal project plan was constructed for each product in development and each individual project plan was incorporated into a master project schedule. The master schedule was closely monitored, and milestone achievement documented. Within the first 8-months of implementation 17 new product projects were completed, compared to just 3 new product projects completions in the prior 8-month period, a more than 5-fold improvement.
- Implemented Quality Management System, to build awareness, educate and improve quality practices.
As work began to complete a Quality Control Manual, initiated by a predecessor, it was quickly realized that the overall state of quality standards and policies throughout the organization dictated the implementation of a full Quality Management System. Within 90-days critical quality factors were addressed and included areas such as management responsibility, auditing, process review, and corrective & preventative action, among others. Although development of the overall system continues the company has been party to several quality audits from outside entities, including a customer ISO compliance audit, a United Laboratories – Canada (UL-C) certification audit, and a Factory Mutual (FM) Approvals certification audit, all successfully completing and complying with the criteria established by each.
Leadership of production operations and facilities. Directed manufacturing resource allocations, quality, operational efficiencies, capital equipment, and personnel for Original Equipment Manufacturer of road maintenance, materials transportation, and landscaping equipment.
- Reduced labor costs 40.3% within first 75 days, by optimizing operations and production processes.
Working cross-functionally with senior management, engineering, materials, production supervision and shop floor personnel; materials, information, and product flows, as well as production processes were modified allowing for the elimination of routine overtime, improving morale, while maintaining historically high production levels. Savings equated to an estimated 64,000 annualized man-hours totaling more than $1.1M.
- Increased production throughput capacity 71.4%, while utilizing existing facility footprint.
Capitalized on organizations recent conversion from station build assembly process to assembly line by implementing optimization of unutilized production capacity, improving production flow, increasing production output, and providing for future production increases without an increase in facility footprint.
- Introduced enhanced quality control measures, reducing product legacy costs, and improving customer satisfaction.
Initiated formal, in-process, quality inspection procedure requiring product to pass through “internal customer” stage gates to promote built in quality practices and augment prior single end of production inspection process. Also implemented corrective action plans to remediate known quality issues, reducing potential legacy costs as measured by warranty, rework, and loss of goodwill.
- Led product design and development initiative, improving product functionality and integrity.
Worked in conjunction with engineering and shop floor personnel to refine the design of several processes that proved to lack consistency and standard work instruction, leading to excessive production time, materials and man-hours. The revised assembly processes reduced installation time, by as much as 50%, reduced component costs, improved assembly integrity, enhanced aesthetics, reduced potential warranty claims and increased customer satisfaction.
- Reorganized Staffing Process, to mitigate heavy employee turnover, exceeding 40% annually.
Instituted measures to increase available talent pool, while implementing more rigorous interviewing process, on-boarding practices and employee development efforts. Practices improved employee tenure, increased workforce flexibility, and reduce employee recruiting costs.
Onboarded, as change-agent, to provide hands-on leadership in the development and implementation of a comprehensive strategy to improve operational efficiencies, expand market coverage, grow revenues and improve profitability, for the fluid power components manufacturing and rebuild operations division of an $800M distributor and service provider of Caterpillar and ancillary equipment, serving construction, mining, oil & gas, environmental, and industrial markets.
- Leadership resulted in highest level of profits and revenues in division’s 20-year history, for a single month, a single year, for consecutive years and over entire tenure, through effective financial and operational leadership.
- Delivered operating income 73.5% over budget, in first year, through focused management of cost and expenses.
Through diligent analysis and prudent realignment of all direct costs and both fixed and variable expenses operating income was improved by 73.5%, over previously established budget, in the first year, against revenue growth of 12.7% for the same period.
- Established best on-time delivery in 5-years, at 96.5%, up from historic 62.7%, by clarifying expectations, defining resource requirements and prioritizing customer needs.
At time of placement, on-time delivery was at an all-time low level of 62.7%. Through a concentrated focus on internal needs regarding workflows, material requirements, resource availability and prioritization of the customer’s need and expectations, an extensive implementation of lean management practices we were able to establish a new 5-year high on-time delivery of 96.5%, with continued improvement indicated.
- Managed 100% reduction in OHSA Recordable Accident Rating, from 7.1 to consistent and ongoing 0.0, emphasizing awareness, education and reinforcing best practice behaviors.
Organizations 12-month average OHSA Recordable Accident Rating was at 7.1 at the time of hire. Through a focused effort that involved weekly safety meetings, monthly safety webinars, quarterly safety council meetings and a daily emphasis on best safety practices the ORA rating had been reduced to 0.0, with the first 21-months of my taking over operational oversight. Although we had one accident after achieving the 0.0 rating, at the time of my departure the rating was again at 0.0, a level held for the prior 15-consecutive months.
- Reduced cost of quality assurance by 29.7%, in 12-month period, emphasizing built in quality practices.
In order to mitigate excessive quality costs, in the form of warranty and rework expense, a comprehensive process flow analysis was conducted to identify areas needing improvement. Formal Built-in Quality processes were introduced along with an organization wide Total Quality Management philosophy. The result was to improve cost of quality by 29.7%. Improvement to quality contributed appreciably to improvements in customer satisfaction.
- Established record customer satisfaction score of 96.3%, in first year, well above target metric, as measured by Net Promoter Score (NPS), by placing emphasis on exceeding customer expectations.
- Successful organization wide Enterprise Resource Planning (ERP) platform implementation, improving throughput and reducing inventory requirements.
Implementation was accomplished through extensive training, cross-functional leadership & collaboration and skillful project management. Platform led to high level of efficiency improvements, cost containment and to significant improvements in materials planning and labor utilization. Other key areas of improvement included:
Additional Achievements
Directed development and administration of supply contracts for military, government agencies, and corporate accounts. Interpreted and translated complex proposal specifications into corporate capabilities and product performance metrics to assure conformance with contractual obligations and that deliverables were met, for multi-division $40M services and manufacturing organization serving aerospace, automotive, defense, and construction industries.
- Reduced proposal generation time 81%, directing computer-based development program to streamline process, improve cohesiveness and regain $12M in military contracts.
Analyzed, amended and integrated into a central computer database program, data, documents and protocols for a comprehensive proposal generation platform utilized to respond to requests for proposal from Fortune 100 and Department of Defense entities, improving competitive advantage and enhancing contract award opportunities.
- Achieved $560,000 cost reductions, through restructuring of operational practices and to market procedures.
Internalized and managed outsourced strategies for national launch of new corporate division:
- Increased revenues 513%, driving business strategy, development of business plans and leading all aspects of the marketing mix; product, brand, and advertising, objectives, plans, and initiatives in order to achieve short and long-term, revenue and profitability goals.
- Rejuvenated comprehensive environmental package, to remediate 30% revenue decrease and potential violations resulting from subcontractor non-compliance. Secured 44% federal EPA approval rate within first 10 months.
- Secured 80% market share, by compiling and analyzing competitive market intelligence to gain thorough understanding of customer needs, market trends, competitive strengths and weaknesses, and market opportunities.
- Coordinated collaborative effort among national level industry professionals, (manufacturing, labor, contract, design, institutional, academic and government) in introduction of collegiate level degree program and sponsorship of National Center for Masonry Excellence initiatives.
- Development of industry education programs for trades and consumers, including:
- In-depth restructuring of marketing platforms; web presence, literature, multi-media, events management, alliances, trademarks, product positioning and unit alignments to convey cohesive corporate image.
Senior leader for division of the $100M Kimble Companies, having full operational oversight, with complete P&L accountability, including accounting and administration, supply chain management, product development, sales & marketing initiatives, and customer satisfaction assurance for manufacturer of specialized capital equipment serving on/off highway transportation, utility construction, oil & gas exploration, and specialty vocation applications, for domestic and international markets, including Fortune 100 and government agency contracts. Kimble Chassis formed through acquisition of Sabel, Inc.
- Improved operating income 115%, implementing operational excellence practices.
Conducted full operational procedures analysis as part of corporate merger and facility relocation plan. Consisted of complete redesign of inventory management, value stream mapping, labor requirements, and production support systems, leading to improved flows, better aligned materials planning and increase in labor efficiencies, augmenting operating incomes 115%.
- Reduced product legacy costs by more than 83%, through implementation of lean manufacturing initiatives and quality management systems.
Emphasis placed upon regimented quality systems, including Total Quality Management, Built-in Quality, and effective lean practices such as 5S, process mapping and error proofing.
- Reduced manufacturing footprint 34%, guiding operations transition for merging organizations in less than 14 days.
Capitalized on synergies between combined resources and obtained critical buy-in from department managers and subordinates.
- Established foundation for $5.3M contract award, developing and chairing presentation based upon product differentiation and market segmentation analysis, for $9.4 billion industry participant.
At the request of a significant industry participant, a comparative product analysis was conducted and presented for senior management’s consideration. Presentation was well accepted and established foundation for a multi-year contract award estimated to be valued at $5.33MM in within the first 12-18 months.
- Negotiated renewal of multi-year, multi-million-dollar Department of Defense contract, sustaining manufacturing backlog and enhancing profitability.
- Drove 28% year-over-year revenue growth, through increased penetration of product markets.
Senior executive charged with full operational leadership and complete financial accountability (P&L, cash flow, balance sheet), directing day-to-day operations including accounting and administration oversight, supply chain management, product development, sales & marketing initiatives, and customer satisfaction assurance for manufacturer of specialized capital equipment serving on/off highway transportation, utility construction, oil & gas exploration, and specialty vocation applications, for domestic and international markets, including Fortune 100 and Department of Defense contracts.
- Leadership resulted in dramatic improvements in financial performance, establishing record levels, through focus on product pricing discipline, costs containment and product mix decisions. Over 36-month period:
- Developed comprehensive operations plan, to fully capitalize multi-million-dollar ground-zero manufacturing start-up, through conventional and private equity channels.
Led organization of corporate entity, developed comprehensive business operations plan and presented financial funding strategies to target customers, private equity investors, commercial lending institutions, and government agencies to secure financial resources required for capitalization and to launch operations of a ground-zero manufacturing start-up of custom heavy-duty truck chassis’ and capital equipment.
- Increased production throughput 183%, through effective workflow analysis and improvements.
Directed process and practice improvements, including comprehensive workflow analysis, review of labor demands, material requirements and point of use inventory, resulting in an increased production capacity of more than 183% in less than 36 months.
- Secured $8.4M in contracts, through leadership of aggressive cross-functional product development campaign.
Led cross-functional team in aggressive product design and manufacturing implementation of diverse and highly specialized product line to maximize market penetration opportunities resulting in $8.4M in multi-year contract awards. Developed (4) distinct product models within an incredibly short 36-month period.
- Assembled key management team to implement business plan, secure facilities, and capital equipment, identify administrative requirements, and initiate production operations, all within seven-month period, including $2.2M initial order backlog.
Directed sales, administration, and marketing activities for business unit of multi-billion dollar, multi-national organization. Primary liaison for internal/external cross-functional teams, supporting dealer network for global manufacturer of engineered to order, custom truck chassis, serving Emergency Service, Utility, Oil & Gas, and Specialty Vocation markets. $40M U.S. unit of London based $7B Simon PLC. Simon PLC, divested of U.S. holdings. Company was acquired by and merged into Freightliner's American LaFrance company.
- Increased segment bookings 30%, within 24-months, through development of new market.
- Decreased order entry time by 70%, leading development of comprehensive quotation/specification/order entry software platform.
- Expanded dealer base 150%, remodeling communication channels and restoring customer confidence.
Click link below to download a printable version of the Employment History