David O. Bernard

• Responsible for all onsite and offsite campus properties
• Managing and negotiating with local union
• Provided direction and leadership to all levels of employees and managers.
• Event management
• Move management
• CMMS implementation and management
• Warehouse management
• Fort Truck Certification Trainer
• Shipping and receiving
• Key Management and creation, includes cores
• MS4 Storm Water Management
• President of the Campus Leadership Bargaining Unit
• Finance

• Owned and operated Insurance Agency specializing in Contractors, Commercial, Professional and Personal Lines of coverage
• Used knowledge of market trends to create value-added solutions resulting in significant increase in revenues.
• Trained and developed team members to build human capital.
• Prepared annual budgets with controls to prevent overages.
• Introduced new methods, practices, and systems to reduce turnaround time.
• Managed day-to-day business operations.

• Virtual
• Represented National used car companies as a finance and sales specialist
• Negotiated loan contracts and ensured compliance with state and federal regulations.

• Sales
• Financing
• Warranty
• Marketing
• Supported operations management, sales, and marketing efforts to increase revenue and overall financial health.

• Owned and managed rental properties and generated a 5% annual increase in revenue over a three-year period
• Marketed for multiple online affiliates utilizing social networking, blogs, email marketing, and funnels.

• Drove the growth of the business in Asia Pacific by increasing the number of employees and growing sales
• Increased annual revenue from $8 million to $19 million over a three-year period, at General Motors Warren Tech Center, by working with the team to identify and implement process improvements and new opportunities
• Created KPI process and standards by analyzing competitors' and best practices
• Created a facilities approach to global 5s
• This involved implementing a corporate, global process to determine which global facilities were best suited to business initiatives
• Implemented a corporate standardized 7star interview process, resulting in an increase in qualified hires with less turnover
• Created corporate fleet and equipment management system for vehicles, maintenance equipment, and commercial housekeeping equipment
• Corporate interface during 3rd party transition of customer staff
• Lead Corporate Sales Team
• Profit and Loss management
• Implemented multiple CMMS systems.
• Worked closely with organizational leadership and board of directors to guide operational strategy.

Spare parts management for prototype robotics

• Estimated required parts level required based on failure rates and lead times
• Managed funding issues, front end data processing, and customers concerns.
• Scheduled and facilitated meetings between project stakeholders to discuss deliverables, schedules and conflicts.
• Achieved project deadlines by coordinating with contractors to manage performance.

• Served on board of directors
• Created rebate program that allowed the members to save money on material while providing profit to the club
• Created "everything has it place guide" which gave members a method to use material more efficiently resulting in cost savings and waste reduction.

• Held various positions with progressing levels, including the following:
• Global Supply Chain Business planner in
• Completed a comprehensive analysis of global supply chain business processes and developed a program to adapt them to the local business environment
• General Manager where I reduced job classifications to create a more efficient operation along with right sizing inventory for both production and maintenance departments
• I achieved this by restructuring the job classifications and the department’s inventory levels by using lean management
• General Supervisor of the crankshaft department responsible for both manufacturing and maintenance operations
• Improved profit by 35% by increasing quality and reducing required manpower
• Engineering Change Manager responsible for coordinating all project engineering changes
• Quality Systems Supervisor where I maintained the quality process throughout the facility on a daily basis following ISO and corporate standards, reviewed and reported on quality data collection to determine hourly and daily performance, assisted in problem solving for complex build process issues, and assisted in training and new exempt personnel
• Oversaw transition of a GM commercial vehicle platform from Flint Assembly to Toluca Assembly, including guiding the manufacturing team through the production set-up process, overseeing the validation process and production requirements following SORP (start-of-regular-production) including all tool engineering changes and maintenance program validation, resulting in a smooth transition
• Support supervisor where I trained new production supervisors and served as an absentee replacement for the shift superintendent, business manager, and supervisors as needed
• Re-Engineering Manager where I was tasked with creating a more efficient manufacturing process that allowed the facility to handle more variation of model mix on the frame and assembly lines
• Achieved a 30% reduction in manpower in the process resulting in bringing outside vendor material operations to be brought back into the plant
• Lead Supervisor where I lead a small team of self-managed UAW employees
• My responsibility was to act as the contractual authority for the team and to monitor production output
• Final Line Production Supervisor where I was responsible for keeping the line running while maintaining a high-quality standard
• Lead in validating quality concerns and working with teams to root cause any continued quality issues
• Construction Project Manager working through Morrison Knudsen responsible for multiple construction projects including the installation of air purifier system for machine operations and machining waste conveyance systems
• Area Manufacturing Supervisor where I piloted a new management initiative combining manufacturing and maintenance supervision for a specific area in the plant.

• Lead a team of residential housing carpenters in the framing of customs-built homes.

• Pontiac
• Managed 3 supervisors and over 150 maintenance employees.