C. BRUCE EMMETT Waxhaw, NC 28173 C: 734-812-0924 ▪ [email protected]
TRANSFORMATIONAL LEADERSHIP COO VP General Manager Strategic leader of manufacturing and service corporations serving diverse global clients. Portfolio of successes maximizing performance performance and profitability. profitability. Recognized for growing company company revenue $48 milli million on by recruiting, developing, and motivating a high-performance leadership team. Improved subsidiary’s sales 300%, grew a unit’s unit ’s reven revenue ue $16.5 million million in response response to a custom customer-dri er-driven ven opportuni opportunity, ty, and reduced facility facility costs 36% by renovating renov ating new state-of-th state-of-the-art e-art operation operation.. Creat Creative, ive, forw forward-t ard-thinki hinking ng executive executive wit with h depth of experienc experience e optimizi opti mizing ng engin engineeri eering, ng, manufactur manufacturing, ing, quality, quality, sales, sales, new business business development development and customer customer service. service. Achieve enhanced business results through expertise in: • • •
Strategic Planning Manufacturing Service Management
• • •
Business Reengineering Reengineering Lean / Six Sigma Operations
• • •
Leadership / Management Finance Sales / Marketing
CAREER PROGRESSION Specialty Manufacturing, Inc, Charlotte, NC 2008 – Current Private Equity held design and manufacturing company with multiple sites serving the specialty vehicle industry. Chief Operating Officer (2008 – Current) Engaged to develop Directors, Managers and Associates to implement tools to create and sustain implement imple mentation ation of strategic strategic plans to increase productivi productivity ty and drive EBITDA improv improvement ement across mult multiple iple locations. locat ions. With full P&L responsibil responsibility, ity, grew grew EBITD EBITDA A 9.5 9.5% % in fir first st year. year. Provi Provided ded lea leader dershi ship p for sales, sales,
engineering, purchasing, customer service and manufacturing operations. Installed key metrics and associated processes resulting in 9.5% EBITDA growth in first year. • Trained direct reports in processes to drive On-Time-Delivery (OTD) resulting in improvement from less • than 72% OTD to 99.9% in less than six-months. Consolida Conso lidated ted second shift into single single shift operation, operation, reducing reducing headcount headcount by 10.5%, 10.5%, while while revenue revenue • remained stable. • Integrated remote facility into an existing facility, on time and under budget, realizing savings in excess of $300,000 per year, including negotiations negotiations to exit two facility leases early. Executed Execut ed plan to develop develop purchasin purchasing g strategy strategy reducing reducing purchased purchased material material costs by over $2.7M • annually.
Phillips Service Industries, Inc., Livonia, MI 2000 – 2008 Privately held $120 million international manufacturing and service company with multiple stand-alone subsidiaries serving aerospace, defense, automotive, semi-conductor, and manufacturing industries. Chief Operating Officer (2002 – 2008) Promoted to spearhead implementation of strategic plans to increase productivity, grow business, and drive profitability across multiple locations and subsidiaries in five states and Mexico. With full P&L responsibility, grew
revenue 52%. Developed operating and capital budgets and managed sales, new business development, operations, and support departments. Consistently met or improved budget projections. Provided leadership for seven-member executive team, six general managers, and 550-member staff. Closed $90 million long-term contract with $2.5 million profit beyond client’s final proposal by b y presenting • the additional value provided in cost and timesaving. Received customer recognition as “Supplier of the Year” from a prestigious aerospace organization. Turned 2.6% loss into 4.1% profit by increasing sales 52% while cutting costs and headcount 32% • through improved budget accuracy, daily cost monitoring, and meeting accountability targets. Shared vision and facilitated process that improved on-time delivery (OTD) from 62% to more than 99% • within 15 months with several months achieving 100% OTD and zero past due orders.
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Recruited and developed high-performance team instrumental in growing revenue of $48 million with $6 million net income improvement through continual coaching and mentoring to improve decision-making skills and increase personal knowledge base. Acquired machining business and integrated into high-tech assembly facility improving capability and control over delivery, resulting in 10% increase in revenue and on-time delivery improvement from 82% to in excess of 97%. Improved subsidiary’s sales 300%, turning 26% loss into 22% profit as leader of cross-functional team redefining objectives, restructuring and rebuilding sales team, and securing long-term agreements. Rapidly floor space to 100,000 square feet and grew business unit revenue 138%, from $12doubled million tofacility’s $28.5 million, in response to customer-driven opportunity. Produced additional $18 million in revenue for automation subsidiary by developing cross-functional selling approach utilizing executives in client sales meetings. Achieved 100% ROI in fewer than 12 months by purchasing $2.3 million in machining equipment to expand in-house capabilities and minimize subcontracting expense. Reduced leased facility costs 35% by leading cross-functional team in acquisition and renovation of new state-of-the-art manufacturing and engineering facility capable of 100% on-time delivery (OTD).
Phillips Service Industries, Inc. (continued) Assistant Chief Operating Officer (2000 – 2002)
Recruited to assist in driving productivity, business growth, and profitability by identifying new business opportunities with new and existing clients and continuously improving manufacturing operations. Revers Rev ersed ed can cancel cellat latio ion n of $14 milli million on servic service e by person personall ally y meeti meeting ng wi with th cli client ent’s ’s manag managers ers and
executives and renegotiating new contract with 32% annual gross margin. Implemented semi-annual, two-day Team Leadership Revie Review w for top executives and managers to share information and learn best practices to replicate savings and profit opportunities across the enterprise.
Simpson Industries, Inc., Litchfield, MI 1999 – 2000 $500 million international Tier 1 automotive supplier of noise, vibration and harshness control, and other products for automobiles, light-trucks, and diesel engines. Plant Manager
Provided operational leadership to spur profitable growth and efficient operation of $70 million facility and 350-member staff. Mentored team on management techniques and cost-reduction planning and implementation. Led turnaround from 4.1% loss to 2.6% profitability in one year by working with union to improve efficiencies and renegotiating service contracts. Achieved success on six new product launches in first year, enabling organization to remain on bid lists • for future contracts with GM and Chrysler. •
Restored productive working and to negotiated three-year union changes labor contract with zero net costs by sharing financial andrelationships competitive data promote job classification and productivity. Generated $10 million in revenue, securing first contract for “new domestic” production by delivering 100% compliance to quality operating system.
Ford Motor Company, Dearborn, MI $174 billion global automotive manufacturing and assembly corporation. Strategic Planning Manager (1997 – 1999)
1993 – 1999
Led team of managers formulating and executing strategies to grow Supplier Park concept across America by acquiring real estate, new technologies, and establishing partnerships. Captur Cap tured ed $118 $118 mil millilion on in fun fundin ding g by negoti negotiati ating ng inc incent entive ive packag packages es wi with th local, local, cit city, y, and state state • government agencies to bring 1,400 new jobs and 12 new suppliers into Chicago. Cultivated worldwide best practices by traveling extensively across Europe and South America and • implemented at Chicago Assembly Plant, ranked near the top of all assembly plants worldwide.
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Realized almost $15 million annual savings in inventory and shipping as key leader implementing Supplier Park at Chicago Assembly Plant covering 155 acres for 12 additional suppliers providing 60% of plant’s inventory with just-in-time (JIT) delivery. Area Manager / Manufacturing Superintendent (1993 – 1997) Ensured optimum productivity, efficiency, and annual cost-saving initiatives for all manufacturing functions. Partic Par ticipa ipated ted in $58 mi millllion ion increa increase se in new orders orders as member member of crosscross-fun functi ctiona onall team team • implementing more than $150 million in capital equipment, creating competitive facility, and retaining 500 jobs.
PREVIOUS POSITIONS Beckwith Machinery Company / Caterpillar, Pittsburgh, PA
Plant Manager, Assistant Plant Manager, Project Manager, Senior Manufacturing Engineer General Motors / Saginaw Steering Gear Division, Saginaw, MI
Senior Manufacturing Engineer, Manufacturing Engineer, Associate Industrial Engineer
EDUCATION M.B.A. (#1 in class), Business, MICHIGAN STATE UNIVERSITY, East Lansing, MI B.S., Management, PENN STATE UNIVERSITY, University Park, PA
PROFESSIONAL DEVELOPMENT Karrass Negotiating, Negotiating, Pittsburgh, PA 8D Training, Problem Solving, Dearborn, MI
Certified Recruiter, Recruiting Training, Dearborn, MI Root Cause Analysis, Root Cause Analysis, Litchfield, MI
Lean Manufacturing / Six Sigma