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MANAGING DIRECTOR Resume Example

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MANAGING DIRECTOR
Experience
October 2012
to
Current
MANAGING DIRECTOR
  • BABYLON POWER SOLUTIONS (BPS), IRAQ BPS is an international startup company that provides electrical, power quality, electric motor and heating & cooling equipment, systems and services throughout Iraq and Kurdistan Increased sales from $213,300 to $966,440 in the first 12 months by doing the following: Realigning and refining the core business strategy on four specific industries to focus the company's limited resources on a core customer base Implementing a customer service program that strengthened our relationships through consistent customer visits, identifying our customer's needs and by providing timely feedback and follow up on all customer projects Negotiating international customer & local Government contracts Increased the company's product & services portfolio by 200% to meet the key customer requests.
  • This was a direct result of building trust with our customers and delivering quality products and services that exceeded their expectations.
  • Established equipment, parts and service partnerships & distributorships with original equipment manufacturers (GE, Cyber Power, Schneider Electric, Honeywell, etc.) for Iraq in order to provide certified quality products to our customers Managed all logistics, purchasing, warehousing and inventory activities for in-bound supplier and out-bound customer orders & shipments that ensured 99% on time deliveries Responsible for all financial transactions, tracking and reports for the company Conducted all Human Resources activities, including: recruiting, performance reviews, hiring/terminations, pay raises, incentives, housing, travel, vacations, etc.
  • Coordinated the service teams' schedules to ensure the proper support with the right technical competence and equipment were arranged on a daily basis to meet the customers ever changing requirements 05/11 - 10/12 REGIONAL MANAGER FOR THE MIDDLE EAST, NAVISTAR DEFENSE, DUBAI, UAE A USA Fortune 500 Company that manufactures commercial trucks, buses, defense vehicles and engines.
  • Lead the entry into the Middle East market and all strategic planning activities, including: Establishing a branch office and registration in the United Arab Emirates Directing all business development activities for military vehicles, integrated logistics support (ILS), parts & services in the region Identifying government/military customers and contacts across the Middle East and prioritizing customers by defense spending budgets and military vehicle programs Researched and classified country trends, risks, & opportunities across vehicle platforms Creating & justifying short and long term internal budgets & sales forecasts Drove engineering changes and upgrades to ensure our military test vehicles passed the United Arab Emirates & Saudi Arabia Government desert trials, which the company had failed to pass over the last two years and had prevented the company's direct foreign government sales of these vehicles across the Middle East Established local partners, dealers, distributors and service providers throughout the Middle East that increased sales by $40M Link between the company, the USA Foreign Military Sales (FMS) program and the end customers throughout the Middle East & Afghanistan to provide sales & service support for over 3,000 military vehicles Directed all business development for military/defense vehicles, integrated logistics services, parts & services in the region Researched and classified country trends, risks, & opportunities across vehicle platforms and integrated this information into annual sales and marketing campaigns.
May 2009
to
April 2011
EATON CORPORATIONCOUNTRY SALES MANAGER
  • A USA Fortune 500 Company that is global technology leader in power management solutions that make electrical, hydraulic and mechanical power operate more efficiently, reliably, safely and sustainably.
  • Developed the business plan and strategy for Eaton to enter the Iraqi market.
  • This was presented to and approved by the CEO of Eaton Corporation.
  • Coordinated & implemented all start up activities for Eaton in Iraq, which included registering a branch office in Iraq and in Kurdistan, hiring regional managers, establishing regional offices, organizing logistics, travel and security, creating & justifying budgets, etc.
  • Business development lead for partnerships & joint ventures in Iraq that resulted in the first contract being awarded within two months of entering into Iraq and increasing the first year sales from $0 to $2.4M Established regional electrical distributors that resulted in the four major Eaton electrical products (Medium Voltage, Low Voltage, Wiring Accessories and Power Quality equipment) being represented in Iraq by local companies with inventory and capabilities for installation and service.
March 2006
to
April 2009
EATON CORPORATIONPITTSBURGHSUPPLY CHAIN MANAGER
  • Lead all strategic supply chain activities for 20 manufacturing plants within two Divisions of the Electrical Group with over $1 Billion in material spend Incorporated tactical profit plan actions to achieve all supply chain annual goals that aligned with long term strategies Functional manager for 20 Plant Material Managers Developed & implemented the Sales, Inventory, Operations & Planning (SIOP) strategies Lead the successful acquisition and integration activities for Marina Power & Lighting US Army mobilization and deployment to Iraq for 1.5 years.
May 2002
to
February 2006
EATON CORPORATIONSUPPLY CHAIN MANAGER
  • Lead all material management, customer service, logistics, scheduling, commodity management, purchasing, new program launch, outsourcing, resourcing, and supplier quality activities for five plants located in the United States, Mexico and Korea Strategic, profit, and budget planning for all divisional supply chain activities Directly responsible for $210 M in all direct and indirect commodity buys Achieved an average of 4.8% in annual cost reductions, exceeding the annual goals of 3.2% Streamlined transportation and reduced logistics costs from 7% to 3.4% of material spend Ensured Customer On-Time Delivery remained above 99% Manager of twenty five team members, including three supervisors Administered a Value Stream Mapping training session for the Supply Chain Management team to develop and implement current & future state maps of the material replenishment processes Converted the MRP/ERP system (BPICS) to JD Edwards in all N.A.
  • manufacturing facilities Conducted all supply chain due diligence & merger activities for the TracTech acquisition Increased Low Cost Country spend from 12% to 21% Focused on Minority/Diversity and Woman Owned sourcing opportunities and which resulted in an increase of 2% in these areas Improved/decreased supplier quality (PPM rejections) levels from 3,700 to 1,840.
June 2001
to
April 2002
EATON CORPORATIONCOMMODITY MANAGER
  • Power Systems and Controls Division.
  • Exceeded all expectations and received recognition for two "Best In Class" initiatives, while managing all purchasing activities at two plants within the Power Train and Specialty Controls Division.
Team leader of three Commodity Specialist
  • four Plant Buyers, and two Supplier Quality Engineers Worked with two manufacturing plants to ensure that they were awarded the Eaton Business Excellence Award on their first attempt Managed an annual buy of over $60 M Developed and implemented strategic plans that resulted in identifying and implementing cost down initiatives that doubled the goal in 2002, including an additional $17.6M (32%) targeted for Low Cost Countries for an average landed savings of 15% Organized a Minority Sourcing program to enhance and consolidate the supply base.
January 2000
to
May 2001
AUTOMOTIVE GROUP, EATON CORPORATIONCOMMODITY SPECIALIST
  • Vehicle Switch, Actuator and Sensor, and Mirror Controls Division Developed Commodity Strategies for plastics, electronics, capital equipment, and maintenance repair & operations (MRO), and implemented these strategies across 14 manufacturing locations globally Assisted in managing an annual buy of $207,000,000, for the division Lead commodity teams and plant buyers in negotiating Quality Contracts and Long Term Agreements resulting in obtaining 57% of the commodities annual spend on Quality Contract and over $2,000,000 in year over year cost reductions through long term agreements with strategic suppliers Consolidated and reduced the supply base throughout the division by 5%.
  • Organized on-line competitive bidding events, through FreeMarkets, that resulted in over $7,400,000 in savings Worked with supply base to generate $6,200,000 in cost savings ideas across the division.
  • Used WISPERi, an interactive, on-line, quality database, as a tool to enhance the quality and improve the image ranking scores of the supply base from non-standard to standard and preferred.
  • Developed an MRO integrated supplier at one location in preparation to deploy to all plants within the division Program managed the development and implementation of various Corporate initiatives for the division, to include: capital equipment, purchasing card, computer equipment, FreeMarkets, returnable packaging, payment terms, consignment, Houghton Fluidcare, electronic funds transfer (EFT), electronic data interchange (EDI), and 5S Lean Manufacturing.
January 2009
to
January 2011
OFFICER - RETIRED, UNITED STATES ARMY RD Combat Support HospitalPittsburgh, PAOPERATIONS OFFICER
January 2006
to
January 2008
TEAM LEADER 412th Civil Affairs Battalion
  • Lead 6 local nationals and a 4 soldier team, in support of a 1,000 soldier battalion, for all civil affairs activities in a combat battle space just south of Baghdad Managed over 144 reconstruction projects within the Battalion's battle space.
  • These projects were very diverse and ranged from re-building schools/universities, medical facilities, roads, bridges, water pumping stations, electrical sub-stations, sewer systems, markets, establishing agricultural co-ops, and providing farm equipment, seed, insecticide, fertilizer, & herbicides to local Iraqi farmers.
  • I was responsible for working with the local Iraqi leaders to identify these projects.
  • My team developed the scopes of work for each project, and I would submit a project proposal (including costs, timelines, etc.) to an overall projects review board for approval.
  • I was responsible for negotiating directly with the local Iraqi contractors and conducting on-site project assessments to ensure that the proper work was being done and that the timelines & milestones were being met.
  • I coordinated and managed all contractor payments, which were mostly done in cash, depending on the negotiated payment terms with the local Iraqi contractors.
  • This included negotiating and deducting partial payments due to inadequate work or missed timelines.
  • Supervised 4 bi-lingual / bi-cultural Iraqi born US citizen Engineers (mechanical, civil, agricultural) that were responsible for developing project scopes of work and reviewing local Iraqi contractor bids Coordinated and managed contract labor, such as 4 local Iraqi interpreters, that went with me on every mission and participated in every Iraqi meeting that I conducted.
  • Coordinated Iraqi and US Government activities with local Iraqi leaders within our battle space.
  • This involved not only my daily interactions with both governments, militaries, the US Embassy, Department of State, US AID and other humanitarian organizations, but also for special VIP meetings, local Iraqi training programs, and strategic planning sessions Conducted numerous combat missions in support of Operation Iraqi Freedom that resulted in multiple high value targets being arrested or killed and reduced the number of road side bombs (IEDs) by 50% within our battle space.
  • Much of this intelligence came from the local Iraqi leaders that I worked directly with and built a strong, trusting relationship with.
January 2005
LOGISTICS / SUPPLY OFFICER, 323rd Combat Support HospitalGrand Rapids, MI
  • Managed a team to support all logistics and supply activities for the hospital.
January 2003
to
January 2004
COMPANY COMMANDERKalamazoo, MI
  • Supervise 33 soldiers in all aspects of medical logistics and military training.
  • Coordinate all medical logistic supplies throughout the battlefield / area of operations.
January 2001
to
January 2002
COMPANY COMMANDER Combat Support HospitalSouthfield, MI
  • Lead the 323rd Combat Support Hospital in various simulated war training exercises.
  • Designed a training program to ensure that all 500 personnel were certified in their military requirements.
334th Medical GroupGrand Rapids, MIOPERATIONS OFFICER
  • Prepared and presented training plans and operation orders for medical units within a 7 State region.
  • Developed and maintained the unit's mobilization files.
January 1997
to
January 1999
HEALTH CLINIC ADMINISTRATIVE OFFICERDarmstadt, GermanyHuman Resource Manager
  • of 43 personnel of diverse nationalities, medical specialties and German labor unions Mastered all aspects of clinical operations, management, training, budget and logistics Developed and integrated Joint Commission on Accreditation of Healthcare Organization (JCAHO) programs, policies and procedures, which resulted in a 93% rating, 7% points above the national average Inherited a multi-million dollar renovation project that was behind schedule and aggressively implemented quality control measures that ensured the renovation was completed on time and within budget Designed a marketing campaign that promoted clinic news and published information handouts that kept our customers up to date on current healthcare issues.
January 1996
to
January 1997
PLANS AND OPERATIONS OFFICERSkopje, Macedonia
  • Coordinated all medical care with Macedonian, Norwegian and Swedish Healthcare Facilities for all operations within a 750 member multinational United Nations peacekeeping force.
  • Handpicked out of 30 peers to run the operations cell in the United Nations mission.
  • Organized and inspected all food and beverage services and distribution plans throughout the region.
January 1995
to
January 1996
Vilseck, GermanyMEDICAL TEAM LEADER
  • Lead 25 medics in the medical treatment and combat readiness of a 600-soldier tank battalion.
  • Created a maintenance program for all medical vehicles and equipment, valued at over $4 million, that consistently scored excellent ratings on all inspections.
  • Planned and executed over 150 successful medical support missions in a two-year period.
January 1990
to
January 1993
SERGEANT, UNITED STATES ARMYFort Leonard Wood, MissouriBIOMEDICAL ENGINEER
  • Supervised and trained five personnel in clinical engineering while performing preventive maintenance inspections and repairs on all equipment in a 500-bed hospital.
  • Formulated an accounts payable and accounts receivable tracking system that increased efficiency by 25%.
  • Awarded the Green-to-Gold (enlisted soldier to officer) scholarship.
January 1988
to
January 1990
Grand Rapids, MichiganMEDICAL RECORDS TECHNICIAN
  • Established a positive, professional and helpful customer service-oriented image for the hospital.
  • Filed and managed all patient health care information.
Education
1995
UNIVERSITY OF TAMPATampa, FloridaBachelor of Science: Business ManagementBusiness Management
Interests
ROTC Scholarship Student Government President and Treasurer Crew Team Captain
Skills
accounts payable, accounts receivable, Army, BPICS, bridges, budget planning, budgets, budget, Business development, bi, business plan, business strategy, commodities, competitive, Contracts, customer service, database, Delivery, Directing, due diligence, electronic data interchange, EDI, electronic funds transfer, electronics, ERP, financial, focus, Functional, German, Government, hiring, Human Resources, image, Inventory, JD Edwards, Lighting, local Government, logistics, managing, marketing, market, mechanical, meetings, office, MRP, Negotiating, Norwegian, organizing, packaging, performance reviews, personnel, policies, processes, profit, proposal, purchasing, Quality, quality control, recruiting, repairs, Sales, scheduling, strategy, Strategic, strategic plans, strategic planning, supply chain, Supply Chain Management, Swedish, Switch, training programs, transportation, upgrades, warehousing, Wiring
Additional Information
  • ROTC Scholarship Student Government President and Treasurer Crew Team Captain AWARDS: Bronze Star Medal, Expert Field Medical Badge, Combat Action Badge, Army Commendation Medal, Army Achievement Medal, Army Good Conduct Medal, National Defense Service Medal (2), Armed Forces Expeditionary Service Medal, Armed Forces Service Medal, Iraq Campaign Medal, Army Service Ribbon, Overseas Service Ribbon (2), Armed Forces Reserve Medal, UN Medal, NATO Medal, Airborne Parachutist Badge, & the German Armed Forces Efficiency Badge - Gold.
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Resume Overview

Companies Worked For:

  • EATON CORPORATION
  • AUTOMOTIVE GROUP, EATON CORPORATION
  • OFFICER - RETIRED, UNITED STATES ARMY RD Combat Support Hospital
  • TEAM LEADER 412th Civil Affairs Battalion
  • LOGISTICS / SUPPLY OFFICER, 323rd Combat Support Hospital
  • COMPANY COMMANDER
  • COMPANY COMMANDER Combat Support Hospital
  • 334th Medical Group
  • HEALTH CLINIC ADMINISTRATIVE OFFICER
  • PLANS AND OPERATIONS OFFICER
  • SERGEANT, UNITED STATES ARMY

School Attended

  • UNIVERSITY OF TAMPA

Job Titles Held:

  • MANAGING DIRECTOR
  • COUNTRY SALES MANAGER
  • SUPPLY CHAIN MANAGER
  • COMMODITY MANAGER
  • Team leader of three Commodity Specialist
  • COMMODITY SPECIALIST
  • OPERATIONS OFFICER
  • Human Resource Manager
  • MEDICAL TEAM LEADER
  • BIOMEDICAL ENGINEER
  • MEDICAL RECORDS TECHNICIAN

Degrees

  • Bachelor of Science : Business Management

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