Summary
Overview
Work History
Education
Skills
Accomplishments
Personal Information
Certification
College Football
Timeline
Generic

Matthew Nowell

Atlanta,GA

Summary

An action oriented, adaptable, results driven Leader. Increased the Shareholder value for every organization. Experienced in managing and improving operating processes, managing Cross Functional Projects, Promoting Operational Excellence, and Improving Organizational Efficiency. Increase share holder value by improving operations and personnel. Developing and creating leaders and Managers for Future leadership. Lead operations and developing innovative solutions to meet changing operational and situational needs. An analyzer of process statistics and organizations for making changes to improve operations. Skilled at planning projects, developing operations, eliminating waste, and improving corporate value. A leader of project teams that deliver superior performance and a manager of divisions and operations that meet tight deadlines.

Overview

25
25
years of professional experience
1
1
Certification

Work History

Sr. Industrial Council Member & Educator

Gerson Lehrman Group
01.2009 - Current
  • Working with several Fortune 100 level Corporations to educate C-level executives and Directors in continuous Improvement, Operational Excellence, and manufacturing Leadership
  • Currently work with corporate executives on Strategic Initiatives, Organization management, and corporate excellence
  • Work with Senior Executives to educate managers on Project Management and Strategic Initiatives
  • Coached Executives for better performance and improved effectiveness
  • Increased Share holder value for companies by an average $250 million dollars
  • Turned Around an Iron Pipe Manufacturer - Company was consistently 3-4months behind schedule and was losing a lot of customers
  • Implemented new operating processes and new technologies and new management philosophies
  • In less than 6 months the company was turned around and is now consistently making its deliveries on time and has won back a lot of business
  • Saved the Corporation well in excess of $300million dollars.

Continuous Improvement Leader

Actionlink
01.2007 - 01.2009
  • Advised Fortune 500 firms on Continuous Improvement, Lean Initiatives as well as Operational Excellence
  • Educated operations personnel in Lean operations and methodologies
  • Trained C-level leaders, VPs, and Directors in Continuous Improvement and Operational Excellence principals
  • Received numerous letters of accolade from clients for improving performance and improved corporate value
  • Rapid Production of F1 engine valves and pistons
  • Many of the production methods for both components were already in place within the aerospace industry
  • Worked with aerospace engine component manufacturers to produce valves and pistons for final machining by Formula 1 engine suppliers and sub-contractors
  • Then later were made for luxury car and exotic sports car manufacturers.
  • Developed Continuous Improvement/Lean production training programs for onsite implementation.
  • Enhanced operational efficiency by identifying bottlenecks and implementing process improvements.
  • Improved production throughput by optimizing workflows and streamlining operations.
  • Achieved significant cost savings with the implementation of Lean Six Sigma methodologies.
  • Collaborated with management to establish key performance indicators, driving accountability and performance improvement.
  • Reduced waste and increased productivity through careful analysis of existing processes and targeted improvements.
  • Spearheaded adoption of new technologies, enabling improved efficiency and increased capacity for growth.
  • Optimized resource allocation by identifying opportunities for automation and process simplification.
  • Drove cultural transformation by empowering employees to take ownership over their work processes and identify areas for improvement.
  • Managed development and implementation of lean and continuous improvement manufacturing initiatives across production environment.

Director of Operational Excellence &Continuous Improvement

Pratt & Whitney Aerospace
01.2002 - 12.2006
  • Lead a team of more than 65 Black-belt Engineers at Seven plants nationally and three internationally
  • Increased throughput of parts by 43%
  • Directed engineering teams on projects that cut waste, improved efficiency, and cut production time
  • Improved engineering procedures for improved project completion time
  • Increased Production output of Industrial Radius Labs by 700%
  • Decreased shift start-up time by more than 10 minutes
  • Reduced production maintenance downtime 65% while simultaneously increasing monthly production-saved over $3.5m in maintenance costs
  • Redesigned air handling system that reduced work cell overcrowding, improved production, and improved employee morale
  • Project was completed significantly under budget and saved over 3 million annually
  • Selected as Employee of the Month, March 2004
  • Lead the effort to develop an interactive training program for 33 machining operations at Pratt & Whitney- Co-leader of a 3-person team that designed, created, and implemented a completely interactive training program for over 33 production machining operations
  • Program resulted in a saving in training costs of more than 10 million annually
  • Project was scheduled to take more than eight and half months and was finished more than 6 months ahead of schedule.
  • Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
  • Increased company revenue by streamlining processes and implementing cost-saving measures.

Director of Operations

Columbus Red Stixx Professional Baseball Team
05.1999 - 01.2002
  • Developed and implemented an inventory tracking system that found and eliminated over 67% of lost monthly revenue
  • Implemented methods to trim company expenses and improve overall customer service
  • Increased customer satisfaction rating 45%
  • Lead Operational Excellence Efforts for the Organization
  • P&L liability of $2 million dollars
  • Hired, Trained, and managed a staff of 55 people.
  • Negotiated with vendors, suppliers and other stakeholders to acquire mutually beneficial contracts and agreement.
  • Monitored budget and utilized operational resources.

Education

MBA - Business Administration

Troy University
Troy,Alabama
01.2007

Bachelor of Science - Business Administration And Management

Georgia Southern University
Statesboro, GA
12.2000

Skills

  • Community Engagement
  • Collaborative Mindset
  • Stakeholder Management
  • Emotional intelligence
  • Problem solving
  • Leadership abilities
  • Analytical thinking
  • Team building
  • Staff Management
  • Decision making
  • Strategic planning
  • Project management

Accomplishments

  • Lean Six Sigma Master Black Belt certified
  • Lead the effort to develop an interactive training program for 33 machining operations at Pratt & Whitney
  • Turned Around an Iron Pipe Manufacturer
  • Developed new handling procedures for Industrial Chemicals and powdered metals.

Personal Information

Title: Chief Executive Officer / Chief Business Officer

Certification

Lean Six Sigma Master Black Belt

Project Management

Continuous Improvement

Operations Improvement

College Football

I enjoy watching College Football on Saturday's every fall

Timeline

Sr. Industrial Council Member & Educator

Gerson Lehrman Group
01.2009 - Current

Continuous Improvement Leader

Actionlink
01.2007 - 01.2009

Director of Operational Excellence &Continuous Improvement

Pratt & Whitney Aerospace
01.2002 - 12.2006

Director of Operations

Columbus Red Stixx Professional Baseball Team
05.1999 - 01.2002

MBA - Business Administration

Troy University

Bachelor of Science - Business Administration And Management

Georgia Southern University

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Matthew Nowell