Gary Satler
Prairieville,LA
Summary
High-performing Board Member with substantial experience providing strategic leadership and governance to organizations. Proven track record of success in managing budgets and making sound business decisions. Team-oriented and driven to building relationships and fostering culture of excellence. Compassionate Operations Executive with accomplished background inspiring, motivating and leading teams to make effective decisions. Skilled at analyzing complex problems and implementing practical solutions. Strategic and committed to fostering culture of responsibility and accountability.
Overview
26
26
years of professional experience
1
1
Certification
Work History
Senior Director
Honeywell, Integrated Supply Chain Fluorine Products
08.2021 - Current
- Seven manufacturing assets over three locations as part of multi-billion-dollar product portfolio
- Developed STRAP for new to market cGMP asset
- Successfully achieved restart of Uranium conversion facility idled for 5+ years
- Developed STRAP to achieve demand of dynamic Fluorine Products business with minimum expansion investment.
- Directed design and execution of business transformation initiatives to drive performance, profit optimization and growth opportunities.
- Fostered work culture of collaboration and inclusion to increase morale and reduce turnover.
- Revamped operational plans to refocus staff and align processes with business objectives.
- Set strategic plans and productivity goals to strengthen operations and drive growth.
Converdyn Board Member
Honeywell
03.2022 - Current
- Restarted idle manufacturing asset 2Q23 at 20% production increase from AOP Plan.
- Collaborated with other board members to develop and execute programs and initiatives to advance organizational mission.
- Served as advocate and ambassador for organization by fully engaging, identifying, and securing resources to advance mission.
- Provided guidance and leadership on strategic planning initiatives and organizational development.
- Presided with board members and conducted board business to address organizational objectives.
Multi-Site Leader
Axalta Coating Systems
07.2019 - 07.2021
- Accountable for personnel while delivering on OEM business goals
- Develop strategic goals in collaboration with executive leadership
- Create effective plans for achieving operational and strategic goals
- Create and maintain healthy work environment among operational teams.
- Develop and implement behavior-based safety program in tandem with HSE leadership.
- Reinvigorate operations metrics following Theory of Constraints (TOC) Methodology.
- Implemented employee engagement activities related to book “It's Your Ship” including perfect attendance program, spot bonus program and team room improvements
Plant Manager
The Sherwin-Williams Co./ Valspar Corp
12.2015 - 07.2019
- Led, trained and coached plant staff to facilitate high levels of productivity and quality.
- Reduced costs by eliminating materials waste and unnecessary labor hours.
- Created plant policies and procedures for safe and productive operations.
- Identified and resolved process and equipment issues to minimize production downtime.
- Managed direction and planning for plant with focus on optimization of daily functions, exceeding customer expectations, and achieving KPIs.
- Improved material efficiency by $1MM (FY16)
- Improved on time delivery of product each year of employment (from 92% to 97%)
- Improved productivity metric (gallons per man hour) by 15% over previous year (FY16)
- Reduced cost per gallon each year of employment (Total of 10% reduction)
Technical Manager
Celanese
12.2011 - 12.2015
- Managed implementation of new reliability improvements resulting in increased efficiency.
- Analyzed project-related information and made recommendations based on discoveries.
- Improved site uptime measurement (OSR) three consecutive years
- Reduced maintenance spending by approximately $500K during record production year (2014)
- Implemented strategic wastewater treatment upgrade converting system from SBR to MBR
- Implemented site project installation team within maintenance services group
- Improved bench strength at site through key hiring decisions within maintenance, engineering, and reliability groups.
Maintenance, Engineering & Safety Manager
Sherwin-Williams Automotive Finishes
01.2006 - 12.2011
- Develop and track key process indicators, reduce downtime of critical equipment, reduce operating costs of utilities, reduce injuries through technician involvement while developing cross-functional work team
- Attended and signed inaugural pledge for Department of Energy (DOE) Save Energy Now initiative on December 2, 2009
- Represented manufacturing sector as one of four attendees invited to brainstorm energy improvements on panel with Department of Energy in Washington, DC
- Converted work schedule from 100% emergency maintenance in 2006 to less than 10% emergency maintenance by end of 2011
- Reduced energy consumption at site by approximately 26% from 2006 to 2009 (Automated HVAC controls, compressed air efficiency, lighting, economizer, steam trap optimization, metering, dust collector, etc.)
- Implemented most detailed recycling program within corporation that led to 95% of potential trash getting recycled (Cardboard, paper, aluminum cans, stretch wrap, scrap steel, pallets, scrap wood, used paint cans, etc.)
- Used problem-solving skills to alleviate issues efficiently with minimal supervision.
- Implemented new work order system to drive capital improvement program resulting in approximately 20 capital projects reducing downtime across all operating areas.
Resins Operations Manager
Sherwin-Williams Automotive Finishes
05.2003 - 01.2006
- Develop and track key process indicators, increase throughput of equipment, improve customer satisfaction, improve quality through operator involvement while modifying work schedule of resin team
- Supervised operations staff and kept employees compliant with company policies and procedures.
- Developed systems and procedures to improve operational quality and team efficiency.
- Managed inventory and supply chain operations to achieve timely and accurate delivery of goods and services.
- Analyzed and reported on key performance metrics to senior management.
- Introduced Theory of Constraints (TOC) methods, practices, and systems to reduce turnaround time.
- Increased profit by streamlining operations.
- Trained and guided team members to maintain high productivity and performance metrics.
Process Engineer
BASF Corp
03.1999 - 10.2001
- Work with operations on continuous improvement to DCS system, equipment stability, batch cycle time reduction and waste minimization.
- Provided technical assistance to production team when issues arose.
- Conducted root cause analysis to identify, prioritize and eliminate process losses.
- Became key contact on site wide upgrade of DCS system.
- Major accomplishment of this upgrade was conversion of 98% of batch recipes to automated format versus operator control.
- Day to day troubleshooting led to improvements with following equipment: floor scales, heat exchangers, control valves, fiber optics, DSC stability, heat trace and plant utilities.
Project Engineer
BASF Corp
01.1997 - 03.1999
- Design, bid, install and start-up several projects aimed at cutting costs and reducing waste with emphasis on communicating with affected departments, complying with local, state, and federal regulations, meeting corporate specifications while meeting deadlines and budget
- Maintained records for each project and engineering discipline.
- Monitored installation of materials and equipment for compliance with drawings and specifications.
- Completed construction tasks while providing safe working conditions, staying on budget and meeting project deadlines
Education
MBA - Business Administration
The University of Texas At Dallas
Richardson, TX08.2019
Bachelor of Science - Chemical Engineering
University of Detroit
Detroit, MI08.1995
Skills
- Capital Expenditure Planning
- Corrective Actions
- Organizational Systems
- Regulatory Processes
- Staff Retention
- Corporate Strategy and Development
- Leadership and People Development
- Operational Efficiency
- Employee Motivation and Performance
- Strategic Planning
- Business Growth Opportunities
- Mission and Vision
Accomplishments
- Restarted (FY23) NRC regulated Uranium conversion facility from a five year idle state
- Achieved record production in multiple operating assets for FY22
- Started cGMP facility to provide low global warming potential products for metered dose inhalers (MDI)
- Modified the resin plant work schedule from a traditional five-day work schedule to a seven-day work schedule resulting in a 30% unit cost reduction and higher throughput
- Improved maintenance work order schedule compliance from 35% in 2003 to 85-90% by mid 2005
- Improved customer satisfaction from an average of 65% in 2003 to 90% by mid 2005
- Played a key role in increasing the volume of production at the resin plant from 28 MM pound in 2002 to over 47 MM pounds by 2004.
- Installed a fractionation column that eliminated 440,000 gallons of solvent waste generated by the site annually.
Affiliations
Association of Energy Engineers (AEE) 2011 - Present
Certification
- Certified Energy Manager (CEM), Association of Energy Engineers
Timeline
Converdyn Board Member
Honeywell
03.2022 - Current
Senior Director
Honeywell, Integrated Supply Chain Fluorine Products
08.2021 - Current
Multi-Site Leader
Axalta Coating Systems
07.2019 - 07.2021
Plant Manager
The Sherwin-Williams Co./ Valspar Corp
12.2015 - 07.2019
Technical Manager
Celanese
12.2011 - 12.2015
Maintenance, Engineering & Safety Manager
Sherwin-Williams Automotive Finishes
01.2006 - 12.2011
Resins Operations Manager
Sherwin-Williams Automotive Finishes
05.2003 - 01.2006
Process Engineer
BASF Corp
03.1999 - 10.2001
Project Engineer
BASF Corp
01.1997 - 03.1999
MBA - Business Administration
The University of Texas At Dallas
Bachelor of Science - Chemical Engineering
University of Detroit
- Certified Energy Manager (CEM), Association of Energy Engineers
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