Laser Cladding Services, LLC, Houston, TX 2011 - 2015
(Gremada Industries, Inc)
Director of Operations and Administration | Operations Manager, 2012 – 2013
Oversee and provide day-to-day leadership and management of the four company subsidiaries with full P&L for operations, maintenance, facilities, placement, corporate training, HR and purchasing with direct reporting to the CEO and principal owner. Responsible for managing a team of General Managers, Sales & Operations Managers, Supervisors and over 500 hourly team members. As a Director I am responsible to effectively own and grow all channels of the business. I am also charged with organizational program development and overall process improvement in all facets of the enterprise.
- Recommended, acquired and implemented new Six Sigma Black Belt & Lean productions processes to lower customer Quality NCR submittal, lower labor and materials costs for each business unit.
- Provide leadership and strategic direction for organization with emphasis on quality and manufacturing excellence by methodically listening, analyzing and guiding the key role individuals within the sites to reach individual professional milestones.
- Reported directly to the President, implementing set agendas and achieving tactical and strategic goals such as increasing cash flow, increase productivity, and identity and pursue the industry's diversification efforts.
- Authored and implemented overall budget, ensuring business objectives were achieved with the same level of quality excellence. Lead the directive which increased vendor percentages to yield six figure expense reserves.
- Methodically hire, evaluate and mentor the staff, providing needed training and focused on key strengths for key roles to develop individual professional successes. Maintained a high moral and thriving work environment. This lead to higher customer satisfaction, increased OTD, produced a 17% turn-over rate.
- Restructured the organization's MSDS Compliance Manuals and handbooks to the SDS Compliance System; in accordance with the Global Harmonized System, the new 2016 OSHA regulation and created comprehensive training, development and implementation program.
- Increased OTD (On-Time-Delivery) for time sensitive turnkey manufacturing projects from 77% OTD to 95% OTD within one year. OTD for the overall facilities increased by a 26% average, producing a 99% OTD success rate for the Houston plants.
- As an Operations Manager I was responsible for the operational and financial P&L responsibilities of the manufacturing company specializing in metal working and leading cladding technology. I managed a production staff of 1 mechanical engineer PHD, 3 foremen, 15 robotics operators, 3 machinist, 2 sales engineers, and 1 accountant. Working with state of the art lasers we performed metallurgical metallic bonds to components varying in size, composition and usage in various industries such as: automotive, agriculture, aerospace, mining, and a diversity of manufacturing implementations. The annual sales upon my recruitment was $2.9M, and successively increased to $4.4M in 2014.
Cypress Construction and Bellagio Pools, Inc, Houston, TX 2010 – 2011
- Envisioned smart solutions and executed strategies and initiatives that achieved value-building goals across all areas of the organization by instilling a high-performance culture company-wide.
- Realigned the company's financial and operational structure resulting in increased profits and decreased project losses.
- Hand-selected by the president to manage the budgets and schedules for both commercial and residential projects upwards of $2M.
- Successfully turned around an understaffed, neglected and over-budget Phase I gated-community by working through challenges and regaining the confidence of the community resulting in an on-schedule and within budget Phase III community which included the construction of a Club House and Pool.
- Oversaw job site safety measures and compliance of safety requirements while routinely interacting with local municipalities to obtain all required inspections in order to conform to master plan approvals, city and county authorities.
Earle M. Jorgensen Steel Company, Inc., Houston, TX 2006 – 2010
Fabrication and Purchasing Manager | Shipping Manager, 2008 – 2009
- Analyzed the effectiveness of all internal and external fabrication, quality, and purchasing processes and provided accurate reports on the operation condition of the fabrication branch to the Region General Manager and Vice President.
- Collaborated with the management team to develop and implement Lean Quality systems to accommodate the rapid sales growth of the fabrication services and products.
- Participate in presentations to potential customers, showcasing facilities, quality, and sustainability of the product performance versus the leading competitors and assisted in diversification efforts which included eliminating high outsourcing cost by acquiring a niche industry subsidiary.
- Negotiated $20M in vendor contracts upon acceptance of the new plant responsibilities in 2008. Vendor contracts increased to $100M upon my departure in 2010 which consisted highly of buyouts sourced to place EMJ as a leading distributor for other distributors in the Texas, Oklahoma, and Louisiana areas. Creating an 80% increase to new and existing annualized contracts yielded a $30M source of additional revenue.
- Managed, negotiated and increased vendors percentages and facilities contracts to yield $500K in savings within the first 6 months and $1M in 2009.
- Answerable for a $20M - $100M purchasing and fabrication department in company which averaged $200M - $500M in annual sales.
- Reduced fabrication production cost by an average of 25.2% and maintained a zero OSHA reportable incident rate.
- As the Shipping Manager I was in charge of the accounts payable and shipping departments which consisted of 3 accounting personnel, 3 shipping clerks, and 22 CDL drivers. Managed the day to day function of the shipping and will call department which averaged about 100 common carriers and 200 will calls in a given day. Daily created and managed all 28 city routes for +1500 businesses in the Austin, San Antonio, Dallas, Houston and Louisiana city and rural areas and implemented a written logistics guidance and compliance program for the company which included NAFTA and other international shipping regulations with diagrams to impede clerical errors which can incur in $100K fines by the US government. The program was directed to eliminate the sometimes unknown end-user for a company involved in world trading business by educating sales and operational personnel on the appropriate laws and regulations governing the import and export of goods from the USA.