Tom Wittenberg

Tom Wittenberg


With an engineering degree and an M.B.A.,Tom spent the last 20+ years in executive corporate and entrepreneurial leadership roles across several industries including the chemical, paper, pressure-sensitive, printing, and IT industries, with strengths operations, finance, marketing, and sales.Specifically, he has successfully turned around, changed, and built strong organizations in three of these industries utilizing his multi-functional background and competencies of strategic planning, restructuring, sales and share growth, operational improvements, LEAN Six Sigma/5S initiatives, communication and interpersonal skills, innovation, and teambuilding. 

The results are clear cut and consistent across all companies:

1)A doubling or tripling of sales due to increased customer satisfaction

2)A shift from losses to net profits - upwards of 15% of sales

3)A doubling of gross margins to 49.1%

4)On-time performance nearly doubling to 96%

5)Production leadtimes cut by 50% or more

6)Productivity increases of 21% to over 100% through award-winning, innovative solutions and re-engineered processes and procedures

Consistent operating methods, leadership style, and integrity have served all employers well through solid P&L's, strong balance sheets, greatly improved cash flows, and most importantly, happy customers and employees. 

Core competencies include:

P&L/Balance Sheet/Financial Management

Global, Multi-Site Management (25 countries)

Strategic Planning



Restructuring & Turnaround

Operations Improvement

Supply Chain Management

Marketing Leadership

Organizational Development

International & Corporate Tax Law

Work History

Work History

Various Positions

BASF Chemicals Corporation

Successive roles in Operations and Purchasing:

Plant Engineer - Polyol Plant, Wyandotte, MI

Start-Up Engineer - Polyol Plant, Geismar, LA

Economic Analysis - Parsippany, NJ

Start-Up Engineer - MDI Plant, Geismar, LA

Purchasing Agent - Chemicals, Geismar, LA

Senior Corporate Purchasing Agent - Checicals - Parsippany, NJ

Various Positions

Successive management roles including:

Purchasing Manager - Specialty Tape Division

Purchasing Manager - Fasson Roll Division

Product Manager - Standard Papers

Business Unit Manager - Core Products (Revenues of $160MM)

Dallas Distribution Manager - (Revenues of $30MM)

  • Won the Marketing Rep of the Year Award in the first year of Marketing for sales support, service, and new products
  • Was part of a select group of 12 persons to redefine and reorganize the $300MM Fasson Roll Division
  • Turned around the distribution operations in the southwestern United States
Sep 2008 - Feb 2009

General Manager

Premier Specialty Products, LLC

Responsible for the creation and start-up of a new e-commerce, specialty printing (thermal & inkjet), and distribution company, the growth engine for the parent company. The company is a wholly-owned subsidiary of International Filing Company, the largest manufacturer in the specialty file folder business.

  • Created and implemented the vision, strategy, and P&L, and started-up the company in less than 90 days.
  • Developed 8 new products that were successfully launched and generated sales in the first 100 days.
Jan 2003 - Sep 2008

Senior Director, Worldwide Service Bureau Operations

Led the restructuring and turnaround of manufacturing and supply chain operations in 25 countries of the $150MM CheckNet Division serving the retail industry with engineered printed (offset, flexo, laser, digital, thermal) and packaging products.  Managed all functional areas with 5 direct and 201 indirect employees. Reported directly to the VP/GM of CheckNet.

  • Improved P&L operating income from a $3.2MM loss in 2003 to a $6.3MM profit in 2007 through operational restructuring, a doubling of revenues, and an emphasis on customers, technology development, key metrics, cost management, quality, and acquisitions.
  • Built the business case, strategically sourced, selected, and started up six new overseas locations and closed six money-losing locations to substantially increase profits. Completed all on-time and under budget with a net increase of $549M in operating income or 6.3 percentage points.
  • Instituted LEAN Six Sigma and 5S initiatives, re-engineered operational processes and established metrics to improve on-time shipment performance from 57.2% to 96.1%, to reduce leadtimes from 5 days to 2 days for all orders, and to reduce net quality complaints from 1.1% to 0.1% of sales.
  • Developed and engineered the supply chain of goods from Asia and Latin America including country-specific VAT and tax strategies to maximize profits and the development and implementation of supplier selection and ratings systems.
  • Closed $4.3MM in sales at JC Penney, American Eagle, and Charming Shoppes through the creation and development of e-commerce enhancements including electronic worldwide invoicing to reduce DSO's by 24%.
  • Won the Corporation's 2007 Enterprise Spirit Award - Process and Productivity Innovation for the development and implementation of worldwide production software to increase automation and productivity and to reduce costs. Key factors for winning were the cost savings ($147M), effective global teamwork, and team leadership.
Aug 1998 - Jan 2003

Owner & CEO

ID Logistics, Inc.

Acquired, turned around, and tripled revenues in two years to $2.5MM of an entrepreneurial, full-service supplier of marketing services, direct mail/fulfillment, data management, and e-commerce/database development and hosting.  Reported to the Board of Directors.

  • Identified ISI Data Services as a strategic acquisition and turnaround opportunity. Negotiated the terms of purchase and bank financing to close the sale in 1999.
  • Restructured, re-engineered, redefined, and remarketed the company with a new strategy to improve profits from a loss of $267M to a profit of $10M in year one and to improve productivity from $43M/employee to $91M/employee.
  • Awarded the Kettering Rotary Club Business of the Year and was a runner-up in the Dayton Enterprise Spirit Awards for Innovation.
Jan 1998 - Aug 1998

VP, Marketing & IT

Paxar Corporation

Responsible for the Marketing and IT organizations, 11 direct reports, and a $2.0MM budget in the $60MM Graphics Division which provided engineered printed (offset, flexo, digital, thermal) and packaging products for the retail industry.  Reported to the VP/GM of Paxar Graphics, part of the $700MM Paxar Corporation.  Paxar purchased Monarch Marking in 1997.

  • Created the 5-Year Strategic Plan for the Graphics Group in addition to proprietary software for e-commerce to create a strategic competitive advantage.
Jun 1994 - Jan 1998

General Manager, Service Bureau Division

Monarch Marking Systems, Inc.

Responsible for leading the worldwide finances and operations of an $18MM, 156 employee, division providing engineered printed (offset, flexo, thermal) and packaging products for the retail industry.  Reported to the President and Board of Monarch Marking, a $200MM manufacturer of retail bar code systems, tags, labels, and services.

  • Turned around the business from a $0.8MM loss to a $5.3MM profit by increasing sales, re-engineering customer service and production processes, changing compensation practices, remarketing the business as a technology leader, and boosting employee job satisfaction to the highest level in the company.
  • Tripled the sales of the business from $6MM to $18MM by closing the major accounts of K-Mart, Target Stores, American Eagle Outfitters, The Limited, and The GAP through the creation of new technology with a competitive advantage.
  • Increased gross margins from 22.2% to 49.1% by increasing productivity 56.3% and by implementing a bar-coded inventory system to obtain a 96.8% accuracy of material usage.
  • Established metrics then re-engineered and automated customer service and manufacturing processes to reduce cycle times from 7.6 days to 3.9 days, to increase inventory turns from 6.1 to 21.5, and to improve on-time performance from 22% to 95.7%.
  • Negotiated inter-company loans between Hong Kong and France, implemented tax strategies for Hong Kong offshore investments, and reduced accounts receivable from 95 days to 59 days through the use of metrics and bonuses.





Revenue Growth


LEAN Six Sigma/Continous Operational Improvement