Robert West

Robert West

Work History

Work History
2008 - Present

VICE PRESIDENT/ COO

SWENSON TECHNOLOGY, INC.

(Privately held OEM global supplier of custom engineered chemical process systems, solutions and products for the process, energy, and environmental markets.)

Reporting to owner and President, responsible for business and strategy development, planning, and overall company operations: Engineering, Finance, Procurement, Global Supply Chain, Project Management, Start-up and Construction services, EPC.

·Business Results:Increased revenue by 232%, achieved first profit after 3 prior years with losses.Company now poised for additional 200-300% overall growth.

·Strategic Focus:Developed and executed strategic plan, with operating initiatives aimed at customer satisfaction

·Operational Excellence:Restructured for organizational efficiency, stabilized customer base, and implemented programs for process, supply chain, EPC, and project management.

 
2004 - 2007

PRESIDENT/ CEO

JONES AND BROWN COMPANY, INC.

Reporting to the Board of Directors, full P&L responsibility for $60 million portfolio of EPC projects. Direct reports included General Manager-Metal Products, Plant Manager–Manufacturing, Vice President Business Development, Project Management, Engineering and Estimating, Construction, Purchasing/Supply Chain Management, Contract Administration, Finance, and Human Resources.

·Strategic Focus: Developed and executed strategic plan that focused on sales and business development in new markets, restructured for organizational efficiency and reduced SG&A, stabilized customer base, and implemented technologies and programs for process and productivity improvement.

·Business Results:Turnaround of multi-divisional operation achieved, resulting in doubling the book value of the company. Increased sales by 100% in first year and delivered pipeline of new contracts that tripled backlog over the next 2 years. Revitalized company by increasing EBITDA from $3+ Million loss to a $1.3 Million profit in first year.

·Business Development: Personally secured 2 major new accounts through relationship development, ultimately resulting in $6 million of added annual bookings. Provided leadership to creating strategic partnerships with suppliers resulting in $8 Million of added bookings.

·Operational Excellence:Consolidated operations from 3 facilities to 1 through purchase, sale and move of the facilities within 1 year while growing sales and improving customer satisfaction. Implemented new technologies and programs that included project management, engineering, detailing, supply chain initiatives, MRP, outsourcing of IT function, salary grading system, management incentive program, and improved benefit programs at reduced cost.

·Corporate Culture: Transformed corporate culture to a customer focused one with Project Management Systems and Quality improvement program with metrics for delivery and processes for continuous learning.

·Capital: Secured new financing with increased credit line and Industrial Revenue Bond.

1994 - 2003

VICE PRESIDENT / GENERAL MANAGER

UNITED CONVEYOR CORPORATION

($150 Million global supplier of turnkey custom engineered material handling systems to the power industry. Award winning service provider to Fortune 500 companies and worldwide market share leader.)

Reporting to the President, P&L responsibility for $150 million portfolio of projects. Direct reports included Project Management, Engineering, Start-up and Construction Services, Administration, Estimating, and shared responsibility for Sales and Business Development.

  • Strategic Focus: Developed and executed successful operations turnaround strategy that included restructuring the company, establishing Project Management culture, and implementing initiatives for teamwork, customer focus and increased productivity. 
  • Operational Excellence: Managed P & L for $560 million revenue stream, generated by 720 projects. Reduced cycle time and increased output with an innovative ERP system design using Kaizen/Six Sigma methodologies reducing processing costs by $500,000 annually and improving on time performance by 300%. Operations turnaround realized a $7 million increase (200%) in profitability.
  • Project Management: Developed Project Management system and culture, resulting in gains of over $4 million in annual customer accepted change orders. Successfully managed over 100 concurrent projects, reducing aggregate variances by $4 million annually to within 0.5% of budget.
  • Higher Productivity:Increased productivity by 52%, through restructuring and technology improvements, realizing $3.5 million savings in annual labor costs.
  • Offshore - India: Developed an engineering resource outpost in India, saving an additional $1 million in labor costs and reducing cycle time.
  • Offshore - China:Established a customer service organization in China, contributing to over $2 million in aftermarket parts sales.
  • Profitable SBU: Led United Conveyor Service Corporation to generate $3+ million over planned profits.
  • Negotiations:Negotiated successful closure to $45 million of contracted work, achieving over $4 million in savings.
1986 - 1994

MANAGER OF OPERATIONS, BUSINESS DEVELOPMENT/ PROJECT MANAGER

ABB IMPELL CORPORATION

($200 million consulting  engineering and construction management services company, serving the power and process industries, subsidiary of NYSE traded Combustion Engineering and acquired by ABB Ltd. in 1991) 

P&L responsibility for engineering of $80 million portfolio of projects and managed 100 professional staff.

  • Growth:Achieved 6 consecutive years of above plan growth in bookings and exceeding aggregate contribution margin.
  • Quality: Chaired regional TQM program, resulting in a corporate Project Management program and process re-engineering in areas of design and management.
  • Top Performer:Recognized as top 1% of company management with President's Award.
  • Sales:Led sales strategy, presentation effort, and negotiations to win a $63 million, five-year contract.

Sales:Led the sales strategy and presentation effort to win a $50 million multi-year contract.

1975 - 1986

PROJECT MANAGER/SPECIAL PROGRAMS DIRECTOR, SUPERVISING ENGINEER

SARGENT & LUNDY ENGINEERS

($300 million consulting engineering and construction services firm to the Power Industry)

 Various degrees of contribution to engineered solutions in fossil and nuclear power projects.

Education

Education

KELLOGG GRADUATE SCHOOL OF MANAGEMENT, NORTHWESTERN UNIVERSITY

Executive Development Series, 1990-1993

Certificate, Kellogg Management Institute, 2002

1986 - Present

MBA, Marketing and Finance

LOYOLA UNIVERSITY OF CHICAGO
1975 - Present

BS, Civil Engineering

NORTHWESTERN UNIVERSITY

Other

Additional professional development includes Sales and Marketing, Mergers and Acquisitions, Negotiation/Contract Management, Kaizen, Six Sigma, and Project Management. Licensed Professional Engineer, member of Association for Corporate Growth, Executives Club of Chicago (Finance & Professional Committees), Vistage International CEO Group, Project Management Institute, American Society of Civil Engineers, and American Society for Quality.

SENIOR MANAGEMENT EXECUTIVE

Strategic and performance–focused, able to drive sales and innovative solutions while building high performance teams. Broad–based management expertise with over 15 years of successful P&L, steering global engineering services, procurement, and construction companies in the industrial, power, and process markets.Unique blend of top management experience and turnaround success in project management environments, achieving aggressive business growth objectives, marshalling streamlined operations and superior profit results, reflecting entrepreneurial, private, and Fortune 500 Company business challenges.

MBA and licensed PE.