Robert Bob Averitt
Columbus
Summary
Dynamic executive with a proven track record at MCCLARIN PLASTICS, specializing in lean manufacturing and operational excellence. Achieved a 25% improvement in internal PPM and enhanced delivery performance by 20%. Expert in P&L management and strategic planning, driving significant quality enhancements and fostering a culture of continuous improvement.
Overview
25
25
years of professional experience
1
1
Certification
Work History
President & CEO
THE AVERITT GROUP, LLC
Dublin
01.2019 - Current
- Provide interim leadership to manufacturing companies using my turnaround and lean manufacturing experience
Executive VP of Operations and Engineering
MCCLARIN PLASTICS
Hanover
01.2021 - 02.2022
- Company Overview: A $75M revenue, 400 employees, supplier of composites and plastic products for the construction, bus, heavy truck, and rail markets
- Full P&L responsibility
- Initiated a lean manufacturing training program for the entire organization
- Improved internal PPM in critical areas by 25% in a short period of time
- Improved delivery performance by 20% through quality improvements and the introduction of lean manufacturing
- A $75M revenue, 400 employees, supplier of composites and plastic products for the construction, bus, heavy truck, and rail markets
- Customers: JLG, Bombardier, Daimler, Paccar, Gilling, Genie, Volvo, Caterpillar
- Product Line: Engine covers, cab roofs, side panels, fenders, gear shrouds, interior panels, bunks
General Manager & Chief Operating Officer
PARTHENON METAL WORKS
Lavergne
05.2018 - 12.2018
- Company Overview: A $150M revenue, 500 employee division of Vari-form Group, a leader in tubular, fabricated, and heat-treated products for Tier 1 automotive suppliers
- Full P&L responsibility
- Ensured division customers were protected through several months of a companywide financial crisis and uncertainty through daily cash management and critical communication with employees, customers, and suppliers
- Led quick asset sale and business of all 4 manufacturing facilities in the US ahead of bankruptcy protecting most employee jobs
- A $150M revenue, 500 employee division of Vari-form Group, a leader in tubular, fabricated, and heat-treated products for Tier 1 automotive suppliers
- Automotive Tier I Vehicle Customers: PK, Benteler, Adient, Kirchhoff, Tenneco, Eberspaecher
Vice President & General Manager, Components
FUTURIS AUTOMOTIVE
Oak Park
11.2015 - 10.2017
- Company Overview: A private equity owned company and global leader in development and manufacturing of high-end automotive seats and interior trim with $580M in revenue and 5500 global employees
- Critical member of C-suite executive team that led private equity owned company to 9.5x return on investment in sale of the company
- Led $200M revenue and 3000 employee components group in the US and Mexico
- Full P&L responsibility for 4 manufacturing facilities in the US and Mexico, leading them to record EBITDA
- Quickly improved quality PPM from 300 to < 25 in a large Mexico facility, doubling EBITDA as a % of sales in 8 months
- Led an Injection Molding facility through launch crisis
- Launched a global, train the trainer lean manufacturing program for all employees
- Implemented companywide key metrics
- Worked directly with Tesla to improve material flow and lead time reduction for JIT customer facility
- A private equity owned company and global leader in development and manufacturing of high-end automotive seats and interior trim with $580M in revenue and 5500 global employees
- Automotive Vehicle Customers: Tesla, GM, Adient, Faurecia, Grupo Antolin, Geely, Chery
- Product Line: Complete seat, interior trim systems such as molded headliners, door trim, injected molded products
Chief Information Officer
COMMERCIAL VEHICLE GROUP
New Albany
07.2013 - 07.2014
- Company Overview: A public company and world leader in development, manufacture, and fulfillment of fully integrated system solutions for the commercial vehicle market with $940M in revenues and 7000 global employees
- Led Information Technology, Project Management Office, and Operational Excellence organizations during chaotic corporate shift transitioning new CEO and CFO and two division presidents
- Executed gameplan to modernize/streamline technologies and infrastructures from multiple acquisitions with limited resources
- Managed 30-member team and $10M operational budget
- Launched the first global IT Steering Committee to provide governance and transparency
- Rapidly developed crucial global SharePoint site that housed standardized tools and templates
- Exploited PMBOK methodology to rationalize processes and information despite multiple languages and times zones
- Piloted $35M mission-critical ERP modernization project to upgrade 9 outdated and unsupported systems
- Created global IT steering committee and presented business case to CEO/Board gaining approval on plan
- Headed project to bolster operating performance by optimizing lean manufacturing and continuous improvement
- Realized $1M in savings in less than a year forming small team model cells to expedite training and gain momentum
- Decreased help desk lead time 20% and boosted service approval ratings significantly by devising 4-panel chart metrics and starting weekly/monthly performance reviews to prioritize projects and measure outcomes
- Furthered Operational Excellence objectives by introducing a closed-circuit TV system that expanded communications to employees in 26 global locations including India and China
- Promoted messages from CEO and all other executives, communicated strategic plan, advertised continuous improvement projects, broke down silos, and generated enthusiasm for cross-pollination of ideas
- A public company and world leader in development, manufacture, and fulfillment of fully integrated system solutions for the commercial vehicle market with $940M in revenues and 7000 global employees
Vice President, Business Integration
COMMERCIAL VEHICLE GROUP
New Albany
09.2007 - 07.2013
- Company Overview: A public company and world leader in development, manufacture, and fulfillment of fully integrated system solutions for the commercial vehicle market with $940M in revenues and 7000 global employees
- Entrusted as change agent for mission critical projects during rebranding and evolution of young public company during economic crisis
- Oversaw Information Technology, R&D, and Business Development groups
- Transformed IT department, erecting team from ground up and recruiting technical SMEs to spur innovation and growth
- Directed 35 reports and controlled $10M operational budget
- Explored business/joint venture opportunities in Brazil with CEO and executive team, visiting clients, local authorities, and consultants to source potential acquisitions
- Partnered with rest of executive team to successfully lead company through worst economic downturn since the Great Depression reducing $40M in working capital while not missing a single debt covenant
- Project managed construction of Mexican facility with soft trim, hard trim, and seat assembly capabilities
- Worked with local authorities and legal department to negotiate favorable lease terms within budget
- A public company and world leader in development, manufacture, and fulfillment of fully integrated system solutions for the commercial vehicle market with $940M in revenues and 7000 global employees
President
MORTON WELDING
Morton
01.2005 - 09.2007
- Company Overview: Leader in fabrication of tubular products operating out of 225,000 sq ft facility with $60M revenue and 500 employees
- Defined strategic roadmap for controlled growth while positioning company for potential sale or merger
- Navigated dynamics of acquired business to foster trust, clarify vision, and effect change
- Owned P&L, capturing record EBITDA and operational performance introducing metric-driven goals, safety measures, quality enhancements, and innovative 'war room' meetings to join operations, engineering, and management teams in problem solving
- Collaborated with management group to negotiate acquisition in 2006
- Averted union drive via hands-on interaction with shift employees to understand issues, crisis training of salaried staff, and restructuring of wages with additional promotion potential
- Strengthened relationship with key client, Caterpillar, focusing on delivery excellence to surpass competition
- Bumped OEM delivery from 90% to 96% and service delivery from 50% to 80% in a very short period of time
- Lifted Quality PPM 30% and raised client satisfaction course-correcting problematic manufacturing process
- Coached team on error proofing, quickly transferred to lean methods, and embedded performance standards
- Championed deployment of superior ERP system, bringing in consultants to engage managers and win support
- Achieved 20% jump in delivery and obtained greater visibility, scheduling, and inventory control
- Developed and implemented 'Train the Trainer' program for lean manufacturing and TPM
- Directed 4-day workshop with interactive instruction that developed intellectual capital of trainers within management team
- Leader in fabrication of tubular products operating out of 225,000 sq ft facility with $60M revenue and 500 employees
Vice President & General Manager
TRIM SYSTEMS
Dublin
12.1999 - 12.2004
- Company Overview: North American leader in soft and hard trim for the heavy truck industry
- Resolved early challenges in safety, quality, delivery, inventory, labor, and controllable costs that were negatively affecting EBITDA
- Held $110M P&L oversight for 5 facilities that comprised niche, complex/high mix interior and exterior trim business
- Developed formal training for lean principles that left lasting impression and above-industry performance still in place today
- Managed 600 employees
- Part of IPO team taking company public in 2004 (Commercial Vehicle Group)
- Outlined blueprint for lean manufacturing 'Train the Trainer' program that educated entire workforce
- Raised EBITDA from breakeven to 15% and drove stellar performance in quality (50%), delivery (10%), inventory (20%), and labor (15%)
- Groomed future leaders and assisted in professional development with best practice sessions
- Coached and mentored team on the importance of 4-panel charts, problem solving, and performance skills that furnished YOY gains
- Turned around pattern of missed revenue and EBITDA targets to achieve record results initiating operational enhancements including a complex forecasting system that accurately predicted mix
- Assigned team to develop system and control high inventory levels
- Improved quality, delivery, and inventory turns
- Designed a forecast system so efficient still in practice
- North American leader in soft and hard trim for the heavy truck industry
Education
BS - INDUSTRIAL ENGINEERING
PURDUE UNIVERSITY
WEST LAFAYETTE, INSkills
- Lean manufacturing
- P&L management
- Operational excellence
- Supply chain management
- Quality control
- Strategic planning
Certification
- Certified Instructor: Japan Institute of Planned Maintenance for Total Productive Maintenance
- Professional Development: Business of People Leadership Development, SMED, Poke Yoke, 5s, Kanban, Visual Management, Problem Solving, Standardized Work, Identification of Waste, Design to Value
Professional Highlights
- Led turnaround of a $200M business in 8 months in preparation for sale of company leading to 10x ROI.
- Challenged to execute CEO’s mission-critical initiative to position company as technological leader. Architected advanced R&D department, and secured projects that drove $10M in new OEM sales and resulted in R&D being viewed as a profit center.
- Pioneered formation of Project Management Office supporting global organization executing complex projects across 3 continents, including launch of global truck seat program and reconstruction of supply chain for new supplier.
- Integrated $18M acquisition comprised of 2 struggling plants manufacturing hard trim product integral to preserving key client. Stabilized operations while rebuilding highly skilled team during transition.
- Led revitalization of Morton and sold profitably in under 2 years. Achieved record 15% EBITDA, boosted quality to customers 30%, and improved delivery 20% instilling lean manufacturing principles.
- Part of an executive team that grew a USA only manufacturing company from $67M in revenue and 3% EBITDA to global manufacturing company $940M in revenue and 13% EBITDA in under 3.5 years.
- Oversaw construction of state-of-the-art, 90,000 sqft, 3-plant complex in Mexico that became flagship facility. Escalated global expansion and ensured design was scalable for long-term needs with diverse capabilities.
Timeline
Executive VP of Operations and Engineering
MCCLARIN PLASTICS
01.2021 - 02.2022
President & CEO
THE AVERITT GROUP, LLC
01.2019 - Current
General Manager & Chief Operating Officer
PARTHENON METAL WORKS
05.2018 - 12.2018
Vice President & General Manager, Components
FUTURIS AUTOMOTIVE
11.2015 - 10.2017
Chief Information Officer
COMMERCIAL VEHICLE GROUP
07.2013 - 07.2014
Vice President, Business Integration
COMMERCIAL VEHICLE GROUP
09.2007 - 07.2013
President
MORTON WELDING
01.2005 - 09.2007
Vice President & General Manager
TRIM SYSTEMS
12.1999 - 12.2004
BS - INDUSTRIAL ENGINEERING
PURDUE UNIVERSITY