William Brown

Ownership of the New Hartford location including Engineering, Quality, Operations, Finance, HR and Planning. Annual revenue of $35m and Ebitda target of 35%, New Hartford specializes in melting and secondary melting of nitinol alloys and post forge/ roll processing into bar and wire for intercompany and third party customers. Responsible for reporting financials to VP of Operations, COO and CEO

Ownership of the P&L for the new Chittenango, NY super alloy melting facility. Implemented the Theory of Constraints corporate operating system, implemented visual factory including site KPI’s. Annual revenue of $135m, 18% EBITDA target, < 3% scrap, > 90% yield and 0 safety incidents. Financial focus around ebitda, cash, standard margin, cap ex, budgets, material variance, PPV, standard costs, scrap, inventory, and financial strategy. Responsible for reporting up to the Divisional President, COO, CEO and BOD on the site operation and financial performance.

Responsible for the day-to-day operations for Manufacturing, Business Unit Managers, Facilities, Maintenance, Production Control, Materials Management, Engineering, Quality, Account Management and Continuous Improvement. Managing the overall annual sales plan of $78 million with a 30% EBITDA and 2% scrap target, 15% growth year over year, $20 million in investment with existing machinery, facility updates and upgrades and new 5 axis machinery. Promoting a world class culture with a philosophy of everything has a place and is in its place. Driving a $6 million-dollar cost take out through continuous improvement initiatives and kaizen workshops. Negotiated our current union contract with our Human resource Manager and handled all the grievances submitted by the union. Utilized monthly SIOP to analyze and predict monthly constraint concerns. Drove site level 6S to a world class level with visual management and WIP management. Drove site PM and TPM schedules for all machinery to achieve 96% uptime that also drove daily TPM checks at the operator level for ownership. Managed customer interactions on specific product lines when production schedules where behind plan or if the customer escalated communications above program management. Site headcount is currently 210 employees

Responsible for achieving operating metrics such as productivity, earned standard hours, variable costs, safety, on time delivery and continuous improvement initiatives. Currently managing an annual $260 million sales plan through the Bar Mill with a budgeted $12.5 variable cost spend plan. My current direct reports consist of 5 supervisors, shipping manager, maintenance manager and 100 hourly employees.

Responsible for meeting production schedules, achieved 100 % on time delivery for product line, quality standards, reduced scrap to under 1%, productivity and continuous improvement goals. Conducted daily employee meeting to communicate performance metrics and to communicate productivity expectations to employees. Maintains safe and healthy work environment for all employees by following and enforcing safety standards and procedures.

Responsible for the inspection and assembly of the finished product. I operated several different milling machines, cnc machines and grinders. I was responsible for the entire machine set ups, part validation, and gauging. I was a Union Representative on third shift that represented 75+ employees.

Responsible for the inspection of water systems, public housing, food facilities, industrial hygiene and the proper use and disposal of pesticides. I was deployed to Operation Desert Shield / Desert Storm.