Ty McFarland

OTC Industrial Technologies is one of the largest manufacturers and distributors of Industrial products in the U.S.A ($800M Rev.). It is currently owned by the Private Equity (P.E.) firm Genstar Capital.

• Managing All OTC Companies Operations, Supply Chain, and Manufacturing throughout the U.S., including Direct Air, Fury, Laron, and Critical Rental Solutions.

• Cross-Functional Team Leadership.

• Module Manufacturing of Air Compressor Modules, Air Compressor Skids, and Pump Skids and Distributor of Air Compressor Products.

• Lead 3 OTC Companies - Laron Mechanical, Keller Electrical, and TP Pump Corporations (All OTC/Genstar Capital P.E. Companies).

• Managed P&L, EBITDA, Revenue, OpEx, Sales, Operations, Manufacturing, Logistics, Supply Chain, Quality, and Safety.

• Manufacturing, Construction, and Manpower Install of Products related to the Mining and Public Utility Industry.

• 462 FTEs in 5 Manufacturing locations throughout the U.S.

Measurable Results:

– $2.6 Million in Cost Reductions in first year

– Increased Manufacturing Capacity by 350%

– 100% Manufacturing On-Time Delivery

– Established new Markets in Aerospace and Food Manufacturing

• Lead 3 OTC Companies - Laron Mechanical, Keller Electrical, and TP Pump Corporations (All OTC/Genstar Capital P.E. Companies).

• Managed P&L, EBITDA, Revenue, OpEx, Sales, Operations, Manufacturing, Logistics, Supply Chain, Quality, and Safety.

• Manufacturing, Construction, and Manpower Install of Products related to the Mining and Public Utility Industry.

• 462 FTEs in 5 Manufacturing locations throughout the U.S..

Measurable Results:

– $2.6 Million in Cost Reductions in first year

– Increased Manufacturing Capacity by 350%

– 100% Manufacturing On-Time Delivery

– Established new Markets in Aerospace and Food Manufacturing.

Master Electronics is a B2B / B2C global distributor and value-added manufacturer of electronic components with 380,000 distinct SKUs.

• Extensive Process Improvement, Best Practice Implementations and Cost Reduction Initiatives.

• P&L responsibility and management of Production Operations, Multiple 3PLs, Supply Chain, Blind Drop Ship, Budget, Purchasing, Distribution, Logistics, Planning, Forecasting, Shipping, Receiving, Quality, ISO, and Safety.

• Also managed 3 subsidiaries: Waldom Electronics, Taylor Electronics, and Electrosonic

• Warehouse and Distribution Management of all 7 Distribution Center Locations in US, Canada, and Europe.

• Operations Team Management via Coaching, Encouraging, and Mentoring with KPI Execution.

• Global Change Agent driving Process Improvement through the 6 Sigma Lean Re-engineered initiatives.

• Implemented New Stocking Methodology, Dimensionalizor, Conveyor, Robot Pickers, and 3PL warehouse.

Measurable Results: (Broke all Company Operational Records after Lean re-engineering initiatives)

– Increased Inventory Turns by 32% and Inventory Accuracy by 64% via JIT and Continuous Improvement.

– Increased Production from 82% to 98.6%, Reduced turnover by 54%, and Reduced Ops. Cost by 26%.

– Negotiations with UPS, Fed Ex, DHL, XPO, and ABF/Arc Best yielded over $1 Million annually.

– Decreased Customer Returns from .93% to .63% with Cost Reductions of $4 Million annually.

FHI Inc. is a B2B Leading Electrical Utility Contractor providing Manufacturing, Repair, Construction and Project Development/Management Services to Solar, Natural Gas and Fossil Fuel Electrical Utilities

• P & L responsibility and management of Sales, Supply Chain Operations, Finance, Human Resources, Marketing, Budget, Brand Management, Operations, Process Improvement, Manufacturing, Logistics, New Product Introduction (NPI), Recruiting, Reporting, OSHA Compliance, and Safety.

• Developed Sales Strategy and Managed Operations Execution to a 1300% Revenue Increase.

• Implemented Activity Based Costing, Outsourcing, JIT Delivery, and Vender Managed Inventory (VMI).

• Managed Construction and Outage Projects Solar, Natural Gas, and Fossil Fuel Electrical Utilities.

• Six Sigma Process Improvement, Multi-site Vendor Managed Inventory (VMI) and Consignment.

Measurable Results:

– Drove Business Development and Sales Growth Strategy that increased Revenue by 1300% annually!

– Expanded Market by 300% which increased Profit by 385% while Reducing Costs by 38%.

Dupont acquired Rogers Corporation which is a B2B Leading Manufacturer of Flexible and Rigid Circuit Boards, Electroluminescent Lamps (Durel/3M), and Poron foam. Products used in Microelectronics, Automotive, Cell Phone, Computer, and US Military industries.

• P & L responsibility and management of Procurement, Customer Service, Manufacturing, Warehousing, Quality Improvement, ISO, Logistics, Shipping, Receiving, Systems Integration, Regulatory Compliance, New Product Introduction (NPI), Budget, and SOX.

• Extensive Strategic Sourcing, Contract Manufacturing, Process Improvement, and Supplier Negotiations.

• Directly Responsible for all Motorola Razor Phone Backlighting Contract Manufacturing.

• Implemented Consignment, Vendor Managed Inventory (VMI), and Supply Chain Dashboards.

• 6 Sigma Green Belt Certified, Implemented Lean Manufacturing Techniques.

Measurable Results:

– Increased Manufacturing through put by 41% and Negotiated Cost Reductions of $6 Million per year.

– Inventory Mgt. and Partnership Strategy which yielded a net Cost Savings of $9 Million annually.

– Decreased inventory by 22%, improving Cash Conversion Cycle.

– Implemented new China Sourcing strategy, which reduced lead-time by 4 weeks and costs by 60%.

Insight is a B2B and B2C Computer and Electronics Global Distributor.

• P & L responsibility and management of Supply Chain, Inventory, Customer Service, Budget, Organizational Realignment, Process Improvement, Policies, SOX, and Compliance.

• Supervised 18 Supply Managers and 41 other operational and professional procurement employees.

• $4 Billion Dollars in annualized purchases of computer and computer related products.

• Utilized Risk Management Techniques to reduce obsolescence via Channel Balancing/Rev. Logistics.

• Executive of the Year for 2001.

Measurable Results:

– Increased Inventory Turn Metrics from 9 to 42 while reducing shortages by 74%.

– Reduced Write-Offs by $3.2 Million Dollars.

– Increased On-Time Customer Deliver by 5.8% (from 94% to 99.8).

Avnet is the World’s 2nd Largest B2B Electronics Distributor.

· Managed the Supply Chain and Logistics flow of Avnet’s “In Plant Customer Stores.” Including Cisco Systems, Motorola, Lucent, and Intel.

· Negotiated over a Billion Dollars Annual Spend.

· Refined and Implemented Manugistics as the company’s worldwide Materials Requirements Planning/Distribution Requirements Planning (MRP/DRP) solution.

· Developed methodology for World Class Demand Planning App. and managed rollout.

· Responsible for Organizational Realignment, Process Improvement, and IT utilization.

· Managed Avnet’s Fortune 500 Client’s Supply Chain Flow, Inventory, Production Line Logistics, Inventory, Safety Stock, Demand Fluctuations, Lean Manufacturing Techniques.

· Developed In-Plant Store (JIT III) Engagement Processes and Procedures while integrating Worldwide “Supply Chain” Best Practices for Avnet engagements.

· Supervised of 35 other Managers, Buyers, and In-Plant Store personnel at client locations.

Measurable Results:

– Drove Inventory Turns from 3 to 12 (Company Record).

– Implemented Manugistics as our MRP/DRP application.

· Provided Extensive Process Improvement Consulting for multiple Premier Fortune 500 companies. Consulting Clients included Intel, Comcast, Sandia National Laboratories, Lockheed Martin, U.S. Dept. of Energy, and Southwest Airlines.

· Implemented World Class Supply Chain Solutions.

· Consulted Fortune 500 Companies in the Reengineering of Procurement / Supply Chain Management.

· Developed innovative World Class “Strategic Supplier Partnerships.”

· Implemented Forecasting, Inventory Control, and Inventory Management processes, Provided EDI (standard and Internet based) Best Practice solutions.

· Orchestrated procurement software selection initiatives.

· Reorganized and Restructured procurement departments (manufacturing and retail).

· Implemented new business process flows based upon Procurement Best Practices and Benchmarking.

Measurable Results:

– Won the E&Y Excellence Award for my Process Improvements at Southwest Airlines.