"General Management Resume Sample"
WILLIAM T. PARKERSON 35 Sunderland Drive Home: (819) 333–57766 Cedar Grove, NJ 55555 E-mail: email@example.com Mobile: (819) 544–2256 GENERAL MANAGEMENT / OPERATIONS EXECUTIVE Multi-site manufacturing plant/general management career building and leading high-growth, transition and start-up operations in domestic and international environments with annual revenues of up to $680 million. Expertise: Organizational Development • Productivity & Cost Reduction Improvements • Supply Chain Management • Acquisitions & Divestitures • IPOs • Plant Rationalizations • Safety Performance • Customer Relations • Change Agent CORE COMPETENCIES Manufacturing Leadership—Strong P&L track record with functional management experience in all discipline of manufacturing operations • Developing and managing operating budgets • Spearheading restructuring and rationalization of plants and contracted distribution facilities • Initiating lean manufacturing processes, utilizing SMED principles • Establishing performance metrics and supply chain management teams. Continuous Improvement & Training—Designing and instituting leadership enhancement training program for all key plant management • Instituting Total Quality System (TQS) process in domestic plants to promote the business culture of continuous improvement and leading ISO 9001 certification process. New Product Development—Initiating plant-based “New Product Development Think Tank” that developed 130 new products for marketing review, resulting in the successful launch of 5 new products in 2000. Engineering Management—Oversight of corporate machine design and development teams • Developing 3-year operating plan • Directing the design, fabrication and installation of several proprietary machines • Creating project cost tracking systems and introducing ROI accountability. PROFESSIONAL EXPERIENCE BEACON INDUSTRIES, INC., Maspeth, NY (1997–Present) Record of continuous promotions to executive-level position in manufacturing and operations management despite periods of transition/acquisition at a $680 million Fortune 500 international manufacturing company. Career highlights include: Vice President of Manufacturing (1997–Present) Senior Operating Executive responsible for the performance of 7 manufacturing/distribution facilities for company that experienced rapid growth from 4 plants generating $350 million in annual revenues to 14 manufacturing facilities with revenues of $680 million. Charged with driving the organization to becoming a low cost producer. Established performance indicators, operating goals, realignment initiatives, productivity improvements and cost reduction programs that consistently improved product output, product quality and customer satisfaction. Achievements: • Selected to lead corporate team in developing and driving forward cost reduction initiatives that will result in $21 million saved over the next 3 years through capital infusion, process automation and additional rationalizations. • Saved $13 million annually by reducing fixed spending 11% and variable overhead spending 18% through effective utilization of operating resources and cost improvement initiatives. • Cut workers’ compensation costs 40% ($750,000 annually) by implementing effective health and safety plans, employee training, management accountability and equipment safeguarding. Led company to achieve recognition as “Best in Industry” regarding OSHA frequency and Loss Workday Incident rates. • Reduced waste generation 31%, saving $1 million in material usage by optimizing manufacturing processes as well as instituting controls and accountability. • Enhanced customer service satisfaction 3% annually during past year (measured by order fill and on-time delivery percentage) through supply chain management initiatives, inventory control and flexible manufacturing practices. • Trimmed manufacturing and shipping related credits to customers from 1.04% to .5% of total sales in 1999, representing annual $1.8 million reduction. • Decreased total inventories 43% from 1997 base through combination of supply chain management, purchasing, master scheduling and global utilization initiatives. • Rationalized 3 manufacturing plants and 6 distribution facilities, saving $6 million over 3 years. WILLIAM T. PARKERSON • (732) 599–6694 • Page 2 General Manager, Northeast (1994–1997) Assumed full P&L responsibility of 2 manufacturing facilities and a $20 million annual operating budget. Directly supervised facility managers and indirectly 250 employees in a multi-line, multicultural manufacturing environment. Planned and realigned organizational structure and operations to position company for high growth as a result of acquiring a major account, 2 new product lines and 800 additional SKUs. Achievements: • Reduced operating costs by $4.5 million through consolidation of 2 distribution locations without adverse impact on customer service. • Accomplished the start-up of 2 new manufacturing operations, which encompassed a plant closing and the integration of acquired equipment into existing production lines for 2 new product lines without interruption to customer service; achieved 2 months ahead of target and $400,000 below budget. • Increased operating performance by 15% while reducing labor costs by $540,000. • Reduced frequency and severity of accidents by 50% in 3 years, contributing to a workers’ compensation and cost avoidance reduction of $1 million. • Decreased operating waste by 2% for an annual cost savings of $800,000 in 2 manufacturing facilities. • Negotiated turnkey contracts for 2 distribution warehouses to meet expanded volume requirements. • Maintained general management and administrative cost (GMA) at a flat rate as sales grew by 25% annually over 3 years. ROMELARD CORPORATION, Detroit, MI (1980–1994) Division Manufacturing Director (1989–1994) Fast-track advancement in engineering, manufacturing and operations management to division-level position. Retained by new corporate owners and promoted in 1994 based upon consistent contributions to revenue growth, profit improvements and cost reductions. Scope of responsibility encompassed P&L for 3 manufacturing facilities and a distribution center with 500 employees in production, quality, distribution, inventory control and maintenance. Achievements: • Delivered strong and sustainable operating gains: increased customer fill rate by 18%; improved operating performance by 20%; reduced operating waste by 15% and reduced inventory by $6 million. • Justified, sourced and directed the installation of $10 million of automated plant equipment. • Implemented and managed a centralized master scheduling for all manufacturing facilities. • Reduced annual workers’ compensation costs by $600,000. • Created Customer Satisfaction Initiative program to identify areas of concern and implemented recommendations, significantly improving customer satisfaction. Prior Positions: Manufacturing Manager (1987–1989); Plant Manager (1986–1987); Engineering Manager (1984–1986); Plant Industrial Engineer (1980–1984). EDUCATION & PROFESSIONAL DEVELOPMENT Bachelor of Science in Manufacturing Engineering Syracuse University, Syracuse, NY Continuing professional development programs in Executive Management, Leadership and Finance