Experience

The Eastern Company

• United States
• Machinery Manufacturing
• 1 - 100 Employee

• Chief Operating Officer

  • Oct 2020 - Present

  $300M parent company of industrial manufacturing businesses consisting of Eberhard, Velvac, and Big 3 Precision. These businesses design, manufacture, and market a diverse product line of custom and standard vehicular and industrial hardware, including turnkey returnable packaging solutions, access and security hardware, mirrors, and mirror-cameras. Locations in US, China, and the UK. Provide strategic direction, oversee tactical execution, promote business development and ensure overall P&L performance for all operating companies of The Eastern Company. Reporting to the CEO, I currently manage the three Managing Directors leading their respective businesses. • Led consolidation of Eberhard Manufacturing and The Illinois Lock Company in 2020. Consolidation resulted in enhanced commercial focus, streamlined manufacturing footprint and improved cost structure. • Developed plan, and overseeing execution, to reshore product from Asia to operation in Reynosa, Mexico. Currently expanding Reynosa facility 50% to accommodate relocated manufacturing. • Implemented corporate-wide Environmental, Health, and Safety program. This multi-faceted program established the requirements for a standardized program across all businesses and has led to significant improvement in safety metrics and environmental compliance. • Involved with the divestiture of 3 non-core businesses as part of overall business rationalization initiative. • Assisted Eberhard Manufacturing in successful CBA negotiations in 2022. • Leading effort to replace antiquated ERP systems at two operating divisions. Currently in the process of down-selecting optimal system. Show less



Eberhard Manufacturing Company - Division of The Eastern Company

• Cleveland/Akron, Ohio Area

• Managing Director

  • 2017 - Sep 2020

  P&L responsibility for this $75M group that designs and manufactures industrial and vehicular hardware. Primary operations are located in Strongsville, OH with additional manufacturing operation in Shanghai, China. • Grew the business 23% by focusing commercial team on strategic account management. New product development was strengthened to drive future growth in new markets. • While growing the business, implemented new pricing strategies and cost management practices that resulted in division earnings improving by 62%. • Led successful negotiations of CBA in 2017. • Transformed Shanghai operations and its strategic “partnership” with Strongsville location. Show less



ParkOhio Holding Corp.

• United States
• Transportation, Logistics, Supply Chain and Storage
• 1 - 100 Employee

• President, Forged and Machined Products Group

  • 2015 - 2017

  • Manage P&L for 4 business units throughout the US. • Improve key metrics to drive the business. • Collaborate with business units on talent acquisition and talent management. • Develop overall strategic plan driving direction for business units and the group. • Manage P&L for 4 business units throughout the US. • Improve key metrics to drive the business. • Collaborate with business units on talent acquisition and talent management. • Develop overall strategic plan driving direction for business units and the group.



SIFCO Industries, Inc

• United States
• Aviation and Aerospace Component Manufacturing
• 1 - 100 Employee

• President and COO

  • 2010 - 2015

  Responsible for realizing the company’s strategic direction and ensuring operational alignment for all domestic and international operating groups, both union and non-union. Reported to the CEO, managed 4 business unit general managers and 3 corporate functional executives. • Grew revenues from $83MM to $120MM, improved EBITDA margins 3%, and oversaw a 225% value increase in the company’s stock. • Led acquisition and integration of 3 strategic companies, with aggregate annual revenues of $42MM, and divested 2 non-core divisions with combined revenues of $28MM.• Acquisition of T&W Forge ($15MM) allowed entry into the Energy market; Quality Aluminum Forge ($22MM) and General Aluminum Forge ($5MM) provided aluminum forging capability for the Aerospace market. • Reorganized sales teams to enter new markets and drive sales synergies among the newly acquired companies by leveraging enhanced capabilities. The new organization led to increased sales despite significant sales mix change between commercial and military aerospace markets.• Incorporated SMART (Streamlined Manufacturing Activities to Reduce Time/Cost), a continuous improvement initiative developed at SIFCO Forge in 2006, across all business units. This initiative was designed to identify opportunities to improve all aspects of the business as it was driving to achieve world-class status.• Developed a comprehensive, documented strategic plan. Vision Statement, Mission Statement, Goals, and Strategic Initiatives were created to achieve the objectives of new 5-year Plan. Identified and defined Core Values and developed road map to engrain them in all aspects of the business.• Designed and implemented a proprietary Leadership Model to develop and manage key associates across all business units. The model focused on Business Leadership, People Leadership and Operational Leadership and was incorporated into the succession management and associate appraisal processes. Show less

• General Manager

  • 2006 - 2010

  P&L responsibility for this $69MM business unit that produced steel and titanium forgings for the Aerospace market. Reported to the CEO, managed 7 functional leaders, 175 associates, and a $55MM operating budget. • Led turnaround efforts on this unprofitable and underperforming business by growing sales from $30MM to $69MM while EBITDA improved from a $0.24MM loss to $13.5MM. • Developed and executed an innovative continuous improvement initiative called SMART (Streamlined Activities to Reduce Time/Cost) that drove operational improvements in all aspects of the business. This initiative, and resulting culture change, transformed the organization into one that continually looked for ways to improve how the Company functioned and performed.• Identified and implemented KPI’s, a company first, to drive overall business excellence. KPI’s were developed, tracked, managed and modified in every functional aspect of the business. • Drove improvements in lead time (20% reduction), throughput (35% increase), and working capital management (25% reduction) that ultimately improved on-time delivery from 65% to +90% through the implementation of Theory of Constraints (TOC) model. • Redesigned associate appraisal and incentive programs to drive improved performance of entire organization. Key aspect of this initiative was alignment of individual and organization goals. Show less



Anchor Manufacturing Group, Inc.

• United States
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Business Unit Manager - Steering Columns

  • 2005 - 2006

  P&L responsibility for this multi million dollar division that manufactured steering jackets and assemblies in a highly automated, tight tolerance process. Reported to the Owner/President and managed 3 functional leaders. • Oversaw installation and launch of three new product lines and automated assembly cells. • Implemented continuous improvements to process flow and product quality achieving significant cost reduction that brought the newly installed lines under projected cost. Show less

• Director, Engineering & Quality

  • 2003 - 2005

  Responsible for all product development and program management efforts including feasibility assessment, tooling and equipment design/build, manufacturing integration, quality requirements and contract negotiations with the company’s US and German customers. Reported to the Owner/President and directed a team of 31 engineers.• Launched 275+ parts for 4 new Mercedes vehicles as both a Tier 1 and Tier 2 supplier. The launch was achieved under a very condensed time frame requiring flawless execution to ensure success. • Performed feasibility assessment, tooling and equipment design/build, manufacturing integration, quality requirements and customer negotiations. Show less



Lake Erie Screw

• Director, Manufacturing Operations, Materials & Quality

  • 1996 - 2003

  Responsible for 3 key operating functions production planning and scheduling, capacity planning, production and inventory control, supply-chain management, distribution/logistics, and quality assurance. Reported to the President, managed 7 direct reports and team of 100 operations employees.• Refocused operations on lean manufacturing by training a team of Black and Green Belts who spearhead a host of projects that generated annual savings of $2.5MM.• Increased raw material inventory turns 70% by negotiating aggressive scheduling terms with major suppliers and revising internal inputs for material requirements.• Improved on-time delivery performance 10% by incorporating new manufacturing scheduling logic. • Conducted due diligence on the operations of a $10MM fastener company and led effort to fully integrate the company after it was acquired. • Enhanced customer service and improved working capital by implementing a VMI program. Show less

• Director, Quality Assurance

  • 1993 - 1996

  Responsible for supporting the manufacturing function through testing, calibration and chemical/metallurgical analysis. Conducted studies related to manufacturing improvements. Reported to the President and managed a team of 25 quality assurance employees.



Worthington Golf Company

• Cleveland/Akron, Ohio Area

• Vice President of Manufacturing & Engineering

  • 1989 - 1993

  $5MM manufacturer of premium, private label golf balls and division of The InterTech Group. Responsible for rubber extruding, compression molding, injection molding, and coating operations $5MM manufacturer of premium, private label golf balls and division of The InterTech Group. Responsible for rubber extruding, compression molding, injection molding, and coating operations