Business Operations Manager

BUSINESS/OPERATIONS MANAGER
Multifaceted, resourceful management professional and business leader with more than ••••• years of experience championing substantial sales and profit growth for small, medium, and large sized companies.
Expertise in multiple start up operations of manufacturing factories in North America and retrofitting of existing facilities. Proven ability to spearhead teams in operations and manufacturing production as well as implementing creative marketing and sales programs. Experienced in, recruiting, motivating, and leading effective teams of managers and specialized professionals. Resourceful leader with a strong track record of demanding and delivering excellence and building profitable relationships with executive peers, clients, business partners and employees. Skills include tracking KPIs, problem solving, communicating, leadership, identifying opportunities, creating and tracking Balanced Score Card, mentoring, training, and budgeting and forecasting with superior business acumen.


Canadian Citizen previously employed in the USA on a business expert TN visa, expertise qualification in combination of skills and experience in Strategic Planning * Facility start up * New Business Development *Six Sigma/Lean Manufacturing * Spader Business Systems* Project Management * Process Improvement * Sales Development * Site Launch * Market Share * Policy Development * Composite Manufacturing Processes * Quality Control Procedures


PROFESSIONAL EXPERIENCE
Cavendish Agri Services, Irving Group of Companies * September ••••• Present
Fertilizer Manufacturer

Director of Operations
As part of the Senior Management team oversaw the day to day operations of ••••• plants in eastern Canada and the US. Directly responsible for hiring, training and supervising key plant personnel. Responsible for all operational aspects of the company including planning, budgeting, reporting monthly on projects, direct expenses, quality control ,and insuring target and goals are achieved. Evaluating facility equipment requirements, technology improvements, receiving raw materials by vessel, as well as safety and environment.
Over see major growth projects that included leading a project management team to acquire and install a million dollar production line declining weight blending system. The project came in on schedule and on budget and staff were trained on operating and maintaining the equipment prior to the start date. Once in use the system was evaluated to determine if the desired results were achieved.
Lead Project Management team to replace a plant with a modern new •••••,••••• sq ft building with rail. This involved determining the needs, design, contractor selection, permitting and work with local groups and political officials
Reviewed and developed a new pay strategy and structure for hourly plant employees. Goal was to offer competitive compensation consistent from plant to plant, based on job function and years of service, and increase staff retention to reduce cost to train new employees and reduce recruiting costs.

Nickel City Motors- Thompson, MB * March ••••• September •••••
Power Sport Dealership

General Manager
Oversaw the growth of a ••••• year old family owned power sport dealership in respect to day to day operations including hiring, training and supervising a small staff of ••••• Responsible for all aspects of the dealership performance from planning, budgeting, reporting, controlling inventory levels, revenue and expenses, sales in all departments and the overall profitability of the business.
Developed an annual budget and a long term business plan.
Over saw the growth of the dealership from a ••••• square foot facility to a new •••••,••••• square foot building. This included working with the General Contractor on almost a daily bases during the 6 month construction period. Meeting with local government officials and committees in acquiring permits, easements, etc.
Implemented a marketing strategy that achieved goal in reversing an ••••• month sales decline.
Developed sales training, incentive program, use of targets and staff efficiency evaluations in Sales Department, F&I, Parts department and Service.
Unit ordering, negotiation, delivery, costing.
Direct Sales with corporate as well as local customers, and develop relationships in the community as well as with manufacturer DSIs.


ROLL-A-COVER INTL - Bethany, Connecticut * Aug ••••• March •••••
American Manufacturer of retractable enclosures for the hospitality industries
Vice President, Dealer Development
Created strategic business plan and policy for the development of a corporate dealer program. Test marketed the dealer program and presented the results to CEO. Identified One Hundred key markets to target the initial dealership launch. Initiated the implementation of the plan, successfully recruiting prospective representation from coast to coast.
Worked directly with CEO to create the dealer agreement document, the application format, determining the criteria required, establishing a evaluation process.
Set up a structure to implement the program including long term goals and objectives that will increase the current volume of production by greater than •••••% within three years.
Implemented a marketing strategy and program to solicit quality dealer prospects .
Negotiated co-marketing programs with complimentary industry partners
Involved in developing advertising and marketing programs aimed specifically at developing a national and international dealer base
Customer Relations with dealer base including training in sales and marketing. Supported dealers at trade shows and often one on one with their customers.
Worked regional and national trade shows directed at showcasing new products and attracting new dealers.

AMERICAN ENVIRONMENTAL CONTAINER CORP - Wolcott, Indiana * Dec ••••• Aug •••••
$•••••M manufacturer of fiberglass swimming pools; one of the two largest in the industry.
Chief Operations Manager
Brought from Canada to Indiana specifically to spearhead the start up of the new fiberglass manufacturing plant. Involved in obtaining the Title V permit required for production. Recruited and trained the ••••• member core staff of supervisors, production managers, transportation, and office manager to perform as a team. Successfully brought the facility up to production on schedule and under budget. Orchestrated logistics, purchasing, and production scheduling to meet the customer demand. Responsible for all aspects of the factorys performance from planning, budgeting, reporting, inventories, scheduling and quality control to the overall profitability of the facility. Responsible for ensuring that the manufactured products were produced efficiently; that they are of the right quality, quantity, and cost.
Developed new tooling process to modernize the companies outdated methods of building molds. Monitored and evaluated performance of the tools during production.
Oversaw the production process, met with manager to determine the production schedules.
Ensured that the production was cost effective. Material waste was consistently lower that the other factories and labor cost per unit were •••••% below the next best factory costs.
As production grew, determined and acquired the human and material resources needed.
Estimated costs and setting the quality standards.
Monitored the production processes and adjusting schedules as needed.
Responsible for the selection, purchasing and maintenance of equipment.
Monitored product standards and implementing quality-control programs.
Liaison among different departments, including suppliers and managers.
Worked with managers to implement the companys policies and goals.
Ensured that health and safety guidelines are followed.
Supervised and motivated a team of employees.
Reviewed the performance of subordinates.
Identified training needs and implemented required programs.
Created daily, monthly, and annual reports as required.
Customer relations with dealer base including initiating new dealers, training in sales and marketing as well as in installation procedures. Supported dealers at trade shows and often one on one with their customers.
Worked regional and national shows, corporate booth directed at showcasing new products and attracting new dealers.
Direct sales with customers from the facility.
Chaired regular meetings with managers and employees in regards to production, safety, sales.
Monitored in plant administration duties to build positive relationships with the local government.

AMERICAN ENVIRONMENTAL CONTAINER CORP Canadian Division * Mar ••••• Dec •••••
Canadian subsidiary of the US Corporation; manufacturer of fiberglass swimming pools
Regional Marketing Manager
Played an instrumental role in introducing AECC products to the Canadian Market. Initiated regional business plans. Develop and implement corporate marketing programs and initiatives, analyzing potential market opportunities. Facilitate dealer development, training sessions and dealer sales meetings outlining new products and marketing programs.
Involved in creating training methodology and programs for employees and dealers. Developed the companies Gel Coat repair procedures manual. Involved in developing the new installation manual.
National and regional dealer conferences - sat on organizing committee, and presented dealer training seminars in installation, repair, and marketing.
Directed a turnaround effort for the Arizona factory that was struggling with production costs, quality control, delivery, and employee morale. Prepared profitability analysis for CEO. Successfully recommended and assisted in implemented steps for improvements in all areas.

CUTTING EDGE COMPOSITES, Prince Edward Island, Canada * Sept ••••• Dec •••••
Advanced composite manufacturing, VARTM automotive , wind blades, sailboats
Chief Executive Officer & General Manager
Lead the company from start up, planned, directed and coordinated all operations of the company including; formulating policies, managing daily operations, and planning the use of materials and human resources. Determined manufacturing requirements both human and physical. Acquired the necessary components to manufacture. Developed entire process from tooling through production, bonding, finishing, packaging and shipping and quality control for each aspect. Continually re-developed the process for a variety of products manufactured for automotive, marine, wind power, industrial and recreation uses. Consistently exceeded production goals.
Successfully participated in the development of a new resin infusion process known as s.c.r.i.m.p. to produce advanced composite structures for the automotive, wind power, personal aircraft, medical, and recreation industries. In ••••• achieved Standards Council of Canada production certification ASTM E •••••, ASTM ••••• and SMP •••••C.
In •••••, responsible for developing a production procedure to enable the manufacturing of fiberglass wind power blades with the resin infusion system, successfully luring the business away from a production facility in Sweden.
Developed and acquired extensive experience in master plug production, tool making, producing production procedure manuals, Q/C procedures to ISO ••••• objectives and business management.


FORMAL EDUCATION
••••• ••••• College of Cape Breton, Design
••••• University of Prince Edward Island, Business