Chief Executive Officer Resume
Casey Catello
611 Harmony Lane
Pleasantville, CA 94118
(921) 551-1234
Summary
It reflects the experience of over 20 years of leadership and visionary capabilities in complex manufacturing industries, competitive and highly regulated. Have developed strategic plans, developed systems and performance reviews, bringing the restructuring of many to improve opportunities for growth that transformed the image of your business and its profitability was restored. Subsidiary based in Europe and has a local staff to improve the business abroad. A good eye for detail assignments put me in the high-level responsibility for all aspects of business development, operations, finance, marketing, sales, recruitment, risk management, negotiation, modification of the construction and expansion of facilities. Leadership has been sought by national and international operations, working in both union and non-base unions.
Credentials
He holds a Bachelor of Science in Mechanical Engineering. Have improved with university degrees and professional training experience in quality assurance, compliance, manufacturing, organizational design, the new product development and marketing, technology systems and implementation, the union and non-union management, performance improvement and conflict resolution.
Professional goal
Skills and experience to support a variety of leadership capacities as CEO, COO and Director of Manufacturing.
Some results
• The market is still identified a niche and has negotiated a strategic agreement for the acquisition of licensed technology to develop new products, has produced an investment of $ 500k in countless millions in revenue on niche markets.
• Understand customer needs and market direction has led to the development of new products, which now represents 50% of cases.
• Served as key contact person for the management of labor and to restore the lost $ 1.2 millimeters per year and turn the supply division, generating 85% on time performance.
• Strong analytical skills have been instrumental in identifying defects in production that caused the error of 15% in production and return to the large number of parts, to solve the problem of the application of quality adjustment and testing of combat and run again the work had been reduced to less than 5%.
• led the company through the reorganization, which resulted in a $ 100 MM is divided into three different business combined efforts lead to a centralized management, product development, production and sales growth.
• Work with department managers to clearly articulate the expectations of the position and job descriptions, sales of new employees has been reduced from 20% to 5% of the staff began to understand their role in the larger goal .
Work History
Indiana Mills and Manufacturing, Incorporated 1985 – 2001
CEO
• Negotiated IMMI airbag to provide a broader market opportunity not previously available and shock facilities designed to provide our customers a place to test their vehicles and to demonstrate new products being developed.
• Worked closely with the Chairman of the Board to establish an advisory council and staff with foreign business people to bring new ideas into our plans to commercialize new products
• established a subsidiary in England, and is working with local entrepreneurs to attack Immi for current business and expand into foreign markets that were not available for us in the United States.
• Immigrants divided into three separate divisions and hired Business Unit Managers of each department to give a new focus on areas of individual cases that we have been unable to give, when we tried to steer a large company $ 100 million +. Each division was given responsibility for P & L and all the tools to do the job. The divisions were still liable to the Company to achieve its objectives.
• Director authorized the operation of facilities, to begin the implementation of lean manufacturing systems, workshop whose objective is a 33% reduction in the cost of the work product.
• Provide a priority for our management through a 10-year period of strong growth (17% per year) to control costs while allowing growth to achieve our targeted net income of 10% successful.
• Line level management organization composed of 13 directors and three directors of business units. This organization flat line, while challenging for me personally, provided that each department head the ability to rapidly air their views on pressing issues and get decisions and resulting actions quickly.
Chief Operating Officer
• Recognized as the problem was to get new products developed and the market. Tyranny of the Urgent had our engineers to concentrate on products that we have maintained our future.
• Reorganize the engineering and sales / marketing services in line with the philosophy Addizes separate applications R & D / product engineering and marketing independent sales. Engineers enabled to focus only on marketing efforts and have to concentrate on the future and not the present.
• authorized the establishment of the Value Analysis group to resolve material costs and a profit of $ 500 000 in annual savings. This program was launched and was created in the early 1990s and is still ongoing today with equal success. This group has the power to resolve technical changes, major changes, procedural changes, etc., all in accordance with the practices of good quality.
• Negotiation of licensing agreements on three spacers and two bays with a large multinational manufacturer of seat belts. This allowed the access of immigrants to the forefront of technology for these products and immigrants have to compete with others, most carpet manufacturers without the high cost and the time actually involved in the development of these products ourselves.
Director of Plant Operations
• Negotiated procedure with the purchase of sale of Australian retractor components, so that immigrants start to provide our customers with heavy trucks with three-point seat belts. This company has agreed to sell their tools for Immi this gap, and to license the product to us. They had decided to stop production, so we had to try to project the use of the product that was not previously in our markets and to try to protect our offer to the Immi can have the production in the United States.
• Supervision of the construction of a new plant in Westfield to combine the production and offices of our company which has been divided into seven different buildings in Caramel. The building was built in less than a year and our movement was done without any loss of production.
• Because of the huge problems of cash flow at the end of 1980, I lead a team of people made of materials more efficient design and production lots, and at the same time to make moves to increase production and the result was a stable improvement of cash flows, and a big improvement on the performance time of shipment.
• Materials manager promised to come and take control of production planning, production management, and procurement functions in an attempt to ensure that the components we had when we needed, without exaggeration
• Implement uniform procedures for the purchasing department to increase the professionalism
Marketing of seafood
• went to the line of seafood to limit the number of products supplied, created by a forecast position and has worked with our manufacturing group to ensure that products are manufactured according to our forecasts, improving performance for customers of Marina shipping.
• Collaboration with customers of the distributor of marine products to establish programs for storage. Negotiated special rates for “early birds” Control and shipping to our liking.
FMC Corporation 1966 – 1985
Marketing Services Manager
• He worked as our service centers from seven to determine where we were losing business to competitors incomplete survey popular destinations. Found in these locations and made a line-item forecasts. In the presentation, the Group VP authorization required to carry out a plan to increase the inventory based on this scenario. Worked successfully in the production team to implement this scenario. The result was an increase in the total turnover is about $ 1.2M.
Production Planning Manager
• Due to cost and production problems, I have developed long-term forecasts and the rationale for a new plant in Morganton, North Carolina to produce conveyor belts, which is currently produced in Indianapolis.
Vendor Coordinator / Applications Engineer
• Given the high reject the product (15%) and customer feedback in our product line of welding for welded steel chain, I have developed and implemented a standard configuration including sketches for welding, running, and inspection . This standard was developed with accepted industry practices and some tests at home. The result was a reduction of emissions to less than 5%.
• Due to logistical problems in the walls of wagons welding, which were produced in our Charleston, WV facility. Designed and developed an assembly line, which consisted of large trucks to take sides and a return line of these vehicles could be hoisted on his head and went back to the beginning of the assembly line. The result was to release about 10,000 square feet, which was useful for production.