PETER WELLER
555 South Princeton
Avenue Residence: (555)
555-5555
Roseville, CA
95555
Available for Relocation pweller@somedomain.com
MANUFACTURING MANAGEMENT
General Manager, Operations Manager
Senior management team member - Leadership strengths include strategic
business planning and executing programs for all phases of the business life
cycle (startup, expansion, contraction, turnaround, reengineering). Business
analyst skilled in assessing company business position, equipping organization
with tools for turnaround and growth, and developing benchmarks to measure
performance. Diverse operational experience extends to finance/accounting,
purchasing/materials management, logistics, production, QA/QI, HR, information
systems, sales, and key account service. Expertise in budgeting, cash
management, and cost controls. Highlights:
Profit improvement: Delivered solid, verifiable profit increases on
behalf of all employers, with increases ranging from 6-23%.
Cost controls: Captured significant savings through process improvements
and cost controls-cumulative total reflects a hard-dollar savings of seven
figures.
Operational enhancements: Introduced innovations that corrected inventory
levels as much as 37% and boosted product-fill rates to record high of 95%.
Management-labor relations: Assembled competent teams and initiated
pay-for- performance programs that led to increased productivity and employee
longevity.
PROFESSIONAL EXPERIENCE
MAJOR MANUFACTURER, INC., Sacramento, CA 1996-Present
General Manager
Brought on board to manage pivotal financial turnaround for truss manufacturer
with two divisions ($14MM in sales, 200 employees). Charged with correcting
operational issues that negatively affected production, profit, and morale.
Direct global operations-manufacturing, materials management, quotations,
financial reporting, human resources, information systems, and sales/marketing.
Promoted from Controller April 1997 based on strides made in company's
financial status. Representative accomplishments:
Profit improvement: In 11 months, increased pretax profit over loss for
previous year by $800K with 2% decrease in sales volume.
Productivity: Implemented efficiency processes and safety practices that
accommodated a 14% increase in output.
Employee leadership: Improved management-labor relations through wage
compensation and bonus programs. Systems brought HR practices into compliance,
improved employee morale, and saved nearly $100K in annual labor expenses.
Boosted employee confidence and participation in 401(k).
Financial management: Reduced bank debt 43% ($700K) through cash flow
improvements. Rebuilt lender relationship and negotiated 67% increase in line
of credit with 100% increase in length of agreement, all at a considerable
reduction in interest rate.
Business startup: Established operational infrastructure and financial
agreements for new division. Negotiated agreement as exclusive manufacturing
supplier for international company that is projected to generate revenues of
$3.25MM by close of next calendar year.
ABC INDUSTRIES, INC., So. San Francisco, CA
1995-1996
Vice President, Finance
Managed human resources, management information systems, and financial reporting
for $8MM, vertically-integrated manufacturing operation with 85 employees.
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Increased profit from break-even to pretax profit of 6%.
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Contributed strategies and management support that led to 7% increase in sales.
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Implemented procedural improvements in labor reporting, reducing unfavorable
variances by $163K, or 23%.
BIDCO, DIV. OF GENERAL ELECTRIC, San Jose, CA 1980-1995
(formerly a Div. of Westlands Corp.)
Operations Manager/General Manager (1991-1995)
Managed total performance of $12 million manufacturing operation with 92
employees. Held direct accountability for human resources, engineering,
information systems, manufacturing, purchasing, accounting, inventory control
($4MM), and customer service.
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Increased profit 115% to a pretax profit of 23% with a 29% increase in sales
volume.
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Boosted customer product-fill rate to 95% with a double-digit reduction in
inventory.
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Advanced plan for company-wide restructuring that produced annual savings of
$300K, or 5%.
Controller (1980-1991)
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Reduced inventory $658K while sales increased 12%, generating $130K savings.
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Implemented closed-loop MRP software; system reduced product cost 2%, reduced
purchasing $200K, and increased inventory turns 75%.
-
Was requested by General Electric to remain in management capacity after merger
with Westlands.
PRIOR EXPERIENCE
Promoted through positions as cost accountant and general accounting manager
with Florida-based division of General Electric.
EDUCATION
Bachelor of Science, Business Administration
University of California, Berkeley
INTERESTS
Cycling, Photography, Robotics