Management and Leadership in a Newly Created Position
The company was restructuring the management team and reshaping the geographic sales regions of the Corporation. Promoted into the newly created position as Director of Operations – West Region, I was in charge of, with full P&L management responsibilities, the profitability of the company’s largest region comprised of 3 facilities in 3 states having a combined operating budget exceeding $100MM. One of the 3 facilities was underperforming, and needed direction to achieve budgeted EBITDA.
At the end of the fiscal year, all three factories had achieved an EBITDA of 13%, which was higher than planned, setting a new company benchmark and establishing a new trend among all licensee factories.
To achieve this dramatic turn-around, I built and led a cross-functional team that developed, implemented and sustained a successful quality improvement and control program. It should be pointed out that there was no increase in employee headcount; new employees were added through attrition and labor costs remained consistent at 7% of Net Sales. The team’s efforts also resulted in, and laid the groundwork for, unanticipated recognition by Corporate as “The Factory of the Year” for consecutive years 2004 and 2005, from among 7 competing licensee facilities. The program was also recognized as a Best Practice and rolled out to and implemented by all licensee facilities.
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