Chief Operations Officer – International Resume
Robin Saunders
614 Harmony Lane
Pleasantville, CA 14 138
(911) 511-1334
Executive Management – Director
Work experience reflects over 15 years of creative leadership and visionary capabilities in complex manufacturing competitive and highly regulated. Have developed strategic plans, developed systems and operational inspection, lead turnaround ventures led many Joint Ventures, and has transformed the image of the company’s profitability has been restored. A keen eye for detail resulted in high-profile tasks are responsible for all aspects of business development, operations, lean manufacturing, finance, marketing, sales, recruitment, risk management, negotiation, and use of facilities. Leadership is sought after by national and international organizations working in two-thirds of the Union and the Union of organizations, with over 1,400 employees and a turnover of over $ 1 billion.
Selected Achievements
DG
Senior Operations Executive served three first-tier suppliers of parts and products for the automotive and telecommunications
• Maintenance of sales, marketing, research and development, production, business planning and personal
• Campaigns to increase business line of products developed and increased business previously held by competitors, major customers were: General Motors, CAMI, Suzuki, Ford, Mazda, Kia, Daewoo, Hyundai, Ssangyong, Samsung , Hanaro / Korea Telecom, Nortel, and KTF Powercomm
• Creation of direct marketing campaigns aimed at companies to acquire the large accounts of $ 583m
• Directed staff to achieve a 40% increase in sales of joint venture, resulting in revenues of U.S. $ 752m
• Supplied “standard of excellence in performance” in all positions, goals and expectations exceeded
Finances
• Established a “new generation of management plans,” Korea’s leading manufacturer of telecommunications equipment, full P & L for all activities and revenues of $ 308m
• Served as point of contact for decisions to reduce its workforce by 35%, reducing the cost of rest for all projects up to 20%
• Re-engineering of the budget, collections, recovery and ROA to protect assets of less than 50% loss in sales
• Renegotiation of contracts with suppliers to reduce / postpone the annual delivery of 60% of the materials
• The establishment of protocols to achieve TL-9000 and ISO-9000, recognition of these classifications is essential for the credibility of the company and the establishment of future income generation contracts
Work History
Mercury Corporation 2001 – 2003
Director of Operations
• When operating the executive management of the production, sales, marketing and development teams to the nations (Korea), a leader of information / telecommunications provider
Lead • Mercury will become the first telecommunications company in Korea to get the TL-9000
• Appointed several continents under close supervision of two plants and two technical centers (Korea and India)
• succeeded in business planning and investor relations director who will lead the campaign donations, partnerships, multi-sided, which included a strategic relationship with top management and shareholders, (Carlyle, Citi, and Prudential categories)
Delphi Automotive Systems 1997 – 2001
Vice President / GM Director of Global
• Designed and implemented a five-year business plan to achieve growth initiatives: providing design plans and organizational processes for sales, marketing, technology deployment, service, quality, logistics and Business
• aggressive global contracts with Hyundai, Daewoo and Kia
• seized the opportunity created by the economic crisis of Korea to consolidate business with Daewoo Motor and Daewoo and Kia to acquire the entities, resulting in a significant increase in market share
• Set standards and procedures to achieve global excellence in customer satisfaction, through the “Voice of the Customer” and the “Customer Excellence” program
Delphi Packard Electric Systems 1991 – 1997
General Manager / Country Manager GM
• Served for two multinational joint ventures have provided cabling components and components for mechatronic Shinsung Packard Daesung Electric Hyundai / Kia / Daewoo
• Held a full P & L for the Korean operations, led 1460 employees and sales has led to more than $ 221 000 000
• Established strategic relationships with suppliers to reduce costs of materials and services $ 2M per year
• Made with a production of $ 150M joint venture of Delphi through the capital-intensive products to use and benefit from economies of scale, has expanded its customer base to cover all companies in Korea and secured $ 44M in OEM Business
• has been promoted to Business Development Manager will lead the organization through the Department of Korean component of the reform, which led to the achievement of the Global QS9000 Quality Systems
• sought by the company management to move from manufacturing superintendent for the role as Business Development Manager responsible for expanding “new plant in Indonesia, India, China and Poland
• Maintenance on all P & L for the maquiladora plants (Mexico) with multi-departmental reorganization of a staff of 450 members, which include but are not limited to: facility improvements of 40%, the performance improvement, inventory reduction, 20% reduction in installation costs, implementation of lean manufacturing practices, and an annual sales growth of $ 70M
Ford Electronics Division, 1985 – 1990
Manufacturing Engineering Manager
• moving the management of requirements for Business / Strategic Planning for this position, in order to develop plans for electronics manufacturing, which has become a global presence in seven trials were of international business: quality, price, distribution, technology, resources human engineering / process benchmarking
• Turned around Ford Electronics Division through process improvements and competitive prices. The company stood behind its competitors in the design, production and costs
• Development of marketing strategies and sold its driver Products Engineering / purchasing departments of Ford Motor Company (United States and European divisions) and Mazda
• studied the competitors and the cost to set prices for products and programs to ensure optimal market potential in the price and technology: a greater commitment of the annual sales turnover of 11% to consistently exceed targets and drive annual sales of more than 340 U.S. dollars
• The demonstrated success in developing the business case for investment in new ventures Ford. Exceeded goals for capital projects (ROI, IRR, and recovery)