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.

• Increased profit from break-even to pretax profit of 6%.
• Contributed strategies and management support that led to 7% increase in sales.
• 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.

• Increased profit 115% to a pretax profit of 23% with a 29% increase in sales volume.
• Boosted customer product-fill rate to 95% with a double-digit reduction in inventory.
• Advanced plan for company-wide restructuring that produced annual savings of
  $300K, or 5%.

Controller (1980-1991)

• Reduced inventory $658K while sales increased 12%, generating $130K savings.
• 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