¬QUALIFICATION HIGHLIGHTS
Sr. Operations leader with entrepreneurial mindset, extensive progressive management experience of over 20 years in leading multi-site domestic and Global manufacturing operations in Canada, US, Mexico, Asia & Eastern Europe. Successfully turned-around several operations over the year that faced quality, manufacturing, operational and commercial challenges with sites spread from Toronto Canada to USA, Ukraine, Hungary, Malaysia, Indonesia, China, Mexico to Brazil and other locations. Skilled in all facets of operations from complex EMS, Contract Mfg. to privately held and VC owned units in any part of the globe. Experienced in turning around Automotive business units (metals & plastics), LED mfg. units, PV Solar
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startup, transfers, expansion or contraction.
Turned negative margin portfolios into 47% gross margin in various Auto & Renewable Energy sector accounts. Delivered double-digit operating profits in manufacturing units that I was given to turn around by instilling entrepreneurial mindset, daily deliverables and managing by data, helped BDs close commercial issues to boost margins.
Passionate business savvy problem solver and dedicated individual with highly desired work ethics & well respected by executives, peers and
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ops from Kansas, US to Juarez MX, formed Flex Lighting Solutions (FLS).
• 2014: Successfully turned-around Automotive operations in Juarez, Mexico (wire harness mfg).
• 2015 Sr. Director of All Energy Operations WW in HRS Segment:
• Formed Global Tiger Team in Asia/Mexico – to launch/sustain PV MFG global Operations including SMEs in program management, process eng, quality, business excellence and equipment management.
• 2016 Sr. Director of Operations WW in IEI Segment:
• Segment Operations lead with oversight on Ops & financial performance of global sites making Consumer goods, LED Lighting, PCBA, Appliances, Capital Equipment and Renewable Energy solutions (Mexico, Malaysia, Brazil) .
• Setup/Startup of green sites and transfers within global sites to meet local content & requirements.
• Managed sites to address customer escalations, worked with BDs/GAMS to deliver committed rev/OP targets.
• Coached / developed GMs/PMs/GAMS by working at micro and macro level to meet internal & customer KOIs.
• Develop and deploy front end processes including commercial management of P&L, QVA and Claims management discipline, coach and train sites in understanding P&L, MSA contracts and take steps to boost operating
Despite CAH's competencies, its US distribution faces serious challenges. CAH's exclusive US distributor fails to actively promote the sales of Curtis Lift. In fact, the lift is but a minor product within the wholesaler's complete product line and accounts for only 20% of its total lift sales. Given that US market currently accounts for 60% of CAH's sales and holds growth potential in future, the current US distribution system may hurt CAH's growth. Another problem is CAH's high production cost. Its cost of sales accounts for approximately 72% of sales, which is at least 20% higher than that of dominant players. The relatively low contribution margin leaves the company little flexibility in competition.
We have cumulated a profit of $206 million over this period, second of the industry. Our goal of escalating profit has advised us to increase automation level and for cutting costs, which enabled us to have the margins of all products above 30% in 2019 and an average margin of 53.4% in 2024. Additionally, we invested to keep our products updated to the market trend with an attention to customer buying criteria. Moreover, starting from recent years, we run our full capacity with second shifts whenever the market need has a possibility to accommodate our production. To achieve a greater profit, we based our pricing strategy on the market movements in general by decreasing our price by $0.50 every year except for our Low End product-Acre.
Andrews is a sensor manufacturer in the market. While the company has been unable to develop a straightforward competitive advantage over the course of the past three years, the competitive landscape of the market has become a significant source of concern for the company’s leadership. There are other companies out there who produce better products, or are able to compete strictly based on price cuts. It came to the CEO’s attention that there is an opportunity for Andrews to shift a large portion of its production to an offshore location. This decision will not only allow Andrews to reduce its labour and material costs, but will also allow for improved distribution practices.
Cervus Equipment Corporation was founded to manage and consolidate farm equipment dealerships from original equipment manufacturer. Cervus had achieved big accomplishments during the past nine years, growing from $56 million to $734 million by acquiring and operating agriculture, commercial and industrial equipment dealerships and attempting to advance the company toward its goal of $2.5 Billion in revenue by 2020, which is three times the current run rate. As the industry is becoming more competitive and technical, Drake is faced with the decision to select the appropriate growth strategy that would be most suitable for the company in order to attain such a goal.
Management experience will also play a large role in the success of the forecast. The current team is quite new and will gain some needed experience over the next year in the hopes of staying on track for success. The ability of management to ensure product is readily available for the client, their training techniques with new and seasoned associates, and general management style will ensure success or spell defeat for the store.
One of the proudest accomplishments of my professional career was developing an underpenetrated territory for ABC within the New York and New Jersey (NY/NJ) market. I started my career at ABC as a Sales Associate (SA) in January 2010. My primary role was to leverage multiple lead-generation tools (Salesforce.com) to create demand and qualify opportunities for the NY/NJ enterprise sales team. The company’s expectation was for each SA to make 75 calls per day and generate one million dollars of pipeline revenue for the field. With hard work, diligence, and a strong grasp of ABC’s solutions and go-to-market strategies, we were able to over achieve the pipeline revenue target number by 560% therefore creating 5.6 million dollars in pipeline which lead to 1.4 million in booked revenue.
Key responsibilities include developing territory account plan in collaboration with other internal stakeholders (being market development, inside sales, field sales & channel marketing) and executing programmatic GTM initiatives directly with channel partners to discover, nurture and generate sales pipeline on a weekly basis to support multiple lines of businesses and their respective revenue goals. Hays plc, Malaysia Consultant, Sales and Marketing May 2015 – April 2017 • Specialize in providing talent solutions to corporate clients within the IT and Professional Services industry. • Developed a strong pipeline of leads through the execution of various Marketing Strategies: - E-Shots (Marketing Automation) - Targeted Content Marketing through Hays’ Social Media
The group has extensive global network of over 48 offices covering about 32 countries and territories around the world. The group's network extends outside Asia and into other markets like North America, Europe and South Africa. The group sources from around 10,000 internal supplies. Global network enables the group to source its goods from various locations and distribute it in different countries mitigating its exposure to any particular economy.
Ownership and control of production ; vertically integrated manufacturing operation to enable its constant introducing of new items and also ensure short lead time
We feel that the joint venture is still too premature to have a change in leadership and management. Controls Asia-Pacific at this stage should avoid experimenting with the management, especially when the current operations at the factory are beginning to show signs of progress and improvement. As a long term strategy, we recommend James to be made Head of Operations of Controls Asia Pacific in Singapore because he is the best suited person who not only understands the culture and vision of the parent company in the US, but also can transcend that ideology to the Controls Asia-Pacific HQ and the joint venture.
All these improvements will boost profitability by identifying at least or more that EUR 30 mio required by U.S.A headquarters. However, we believe it is not realistic to manage all this turnaround in 1 year’s time. It might take from 2 – 3 years.
To cater to customer needs. To keep in mind the complications that arises in different situations and handling it. Teamwork and proper service, internal strategy and proper communication.
The company is led by the founder having 25 years industry experiences. The business targeted at premium market with significant premium
• The supply chain is getting divided. At one time vertical incorporation was the request of the day. Yet the present pattern is to focus on center fitness and outsource more exercises. Along these lines the supply chain is more divided now.
This structure is streamlined – it allows them to make decisions quickly, and ensures that they execute their strategy and provide exceptional client service wherever in the world their clients do business. The Global Executive is their highest management body and focuses on strategy, execution and operations. Its membership brings together all the elements of their global organization, including the leaders of their geographic Areas and service lines.