Jared Balistreri

Key Results:

• Led three HPD manufacturing sites (Alliance, NE; Red Oak, IA; Manhattan, KS) with $205M in sales and 673 employees (including 76 salaried).
• Designed and implemented a new organizational structure, reducing supervisor headcount by 12.7% and driving meaningful SG&A improvement.
• Accelerated lean transformation across sites through quarterly on-site reviews, leveraging an external consultant to challenge performance, align expectations, and sustain momentum.
• Created the “Metrics Council” problem-solving governance: required plant leaders to develop and present A3s to division staff after three consecutive months of missed key metrics; delivered A3 training to strengthen plant-level problem-solving capability.
• Mentored and coached high-potential talent on a regular cadence to strengthen succession pipelines across remote sites; multiple participants advanced into expanded leadership roles.
• Ensured on-time delivery of major capital projects by proactively removing roadblocks and coordinating cross-functional support.
• Supported manufacturing of hydraulic hose serving heavy-duty commercial, industrial, and military markets.

Key Results:

• Held full P&L responsibility for a $73M facility with 85 employees (11 salaried).
• Built a culture of accountability and results through high-performance teams, layered audits, and clear process ownership.
• Earned “Best in Parker” Engagement and Empowerment by acting on feedback from skip-level meetings and survey insights.
• Consistently exceeded performance targets by applying “standing on the X” to identify and eliminate safety, quality, and productivity gaps at the point of work.
• Delivered 7+ consecutive years without a recordable incident and 1.4M safe hours.
• Achieved 90% engagement and 91% empowerment scores in 2020 with 100% participation.
• Increased Return on Sales (ROS) from 21.2% to 36.9%.
• Sustained best-in-class quality performance with RPPM ≤ 50.
• Drove year-over-year productivity gains, improving UPLH from 105 to 161 and reducing wages-to-sales from 15.7% to 7.5%.
• Developed and executed strategy deployment and a plant-level annual 5-year strategic plan aligned to division objectives; used as the foundation for metric improvement.
• Built and prioritized a capital plan aligned to strategic priorities.
• Coached and mentored plant staff and division leaders to strengthen leadership and problem-solving capability; advanced multiple team members into higher-level roles.
• Supported a business supplying hydraulic fittings to heavy-duty commercial, industrial, and military markets.

• Responsible for quality, cost, and delivery of air-conditioning plumbing lines to Tier 1 and Tier 2 customers. The 180,000 sq. ft. facility had sales of $32M in FY 08 and a workforce of 232 employees, including 26 salaried.
• Supplier of hose and tube assemblies to heavy duty truck and off-road air conditioning markets.