Published on: Mar 3, 2016
Transcripts - Nat Love_Resume_2016
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Managing Director with extensive experience in Aviation, Gas Turbine repair and manufacturing in Commercial,
Industrial, and Government markets. Global leader who has succeeded in navigating diverse multicultural
environments delivering increased operational and financial results. Proven track record as a positive change agent
with substantial background in plant rationalisation, consolidations and start-ups. Multiple diverse projects managed
from inception to realisation, implementing continuous improvement programmes and best practices . Established
strategic planning processes leading to improved communication, accountability and clear direction at all levels .
Coordinated business development and technical sales negotiations whilst generating premier customer service.
CHROMALLOY GAS TURBINE
$1bn US corporation providing Gas Turbine solutions to OEMs and End Users in the Aerospace, Military and Energy
Sectors. Acquired by private equity Carlyle in 2007.
Managing Director – Nevada, Mexicali and Los Angeles 2011 – Nov 2015
Multi-site responsibility with two plants each in Nevada and Mexico and one in Los Angeles; full operating budget and
P&L responsibility – $180M combined sites sales, commercial aero, industrial and military segments including in
house repair, new part manufacturing and casting operations, 15 direct reports, workforce of 800.
Increased EBITDA of combined sites from 11% to > 20% utilising continuous improvement and lean concepts
accelerating operational flex opportunities, including sustainability measures and tiered dashboards
Sustained a nine quarters trend against significant headwinds to deliver cash greater than operating plan budget
Improved On Time Delivery (OTD) from 73% to 98%, by lean continuous improvement interventions, site visibility
and communication of performance metrics and by developing cross functional self directed work teams
Headed up site closure of high cost unionised operations in LA. Negotiated site closure with the local union and
regional representatives, retained workforce at appropriate levels through to closure with zero impact to financial
performance, OTD or quality. Consolidated the workload and moved critical engineering and technical personnel
to brownfield site in Mexicali, Mexico
Consolidated two factories in Nevada into one site and Investment Casting operations from Nevada to state of the
art facility in Tampa, Florida with no interruption to operations or customer satisfaction.
Developed inventory entitlement models to establish appropriate levels specifically driving OTD resulting in an 8%
year on year improvement across the corporate footprint
Raised inventory accuracy from 80% to sustained 99.8% through the introduction of cycle counts, improved
operational performance and driving linearity of operations
Established an improved SMO process resulting in the conversion of $20M stagnant inventory to cash corporate
Delivered special 'fix it' project in 2015 to improve global inventory across 23 operating units with focus on
establishing robust and sustainable lean and continuous processes across production facilities . These included
diverse and conceptual change to managing the company’s inventory assets and a synergistic approach to
teamwork across footprint to establish control and transparency of total company inventory improving turns from
2.8 to 4.0 pa.
Created interactive raw material and supplier optimisation targets including metric alignment with focus on cost
reduction, shortening of replenishment lead times, improved inventory flow and supply chain metrics
Introduced and popularised Kanban’s and operational level loading to drive efficiency and linearity of production
Managing Director – Holland 2010 – 2011
Accepted a ‘turnaround’ role to transition a failing business, re-establish the senior leadership team, improve
operational and financial performance, boost morale and motivate a stagnant workforce.
Improved EBITDA from 3% to 27%. Increased annual sales from $52M to $65M
Dramatically improved OTD to exceed customer contractual requirements and expectations from mid 60% to 95%
Negotiated new part manufacturing contracts with Rolls Royce: Chromalloy Holland remains a key supplier to
Rolls Royce in ‘strangers and aliens’ components
Negotiated a complex downsizing of 25% in Holland with the Works Council and members of the local trade union
Re-energised and gave leadership, purpose and meaning to a flagging and unmotivated workforce, improved
transparency and communications utilising Gemba walks and weekly team meetings.
Director Operation Excellence 2009 – 2010
Corporate Global role focused on the stand up of fully integrated continuous improvement
Recruited and fully integrated multiple OpEx associates (12) globally with responsibility for transforming each
operation into one of continuous improvement and linear productivity
Visited Chromalloy sites globally introducing ‘ONE Chromalloy’ continuous improvement strategies
Drove cross pollination of best practices and methodologies
Implemented standard work and a culture of continuous improvement at sites
Liaised between Managing Directors, OpEx Associates and Executive leadership effectively managing the
continuous improvement lean objectives across the company footprint
Led Kaizan and coordinated, 3P, VSM initiatives throughout company footprint.
General Manager - San Diego 1996 – 2009
Developed a team and structure that performed at greater than 30% QOE, highest in Chromalloy, Performed at
greater than 98% OTD, Grew annual sales from $16M to $40M. Reduced vendor base by 40%
Awarded ‘Platinum Supplier’ approval status from American Airlines
Drove average TAT from 21 days to < 14 days.
Took on special turnaround project as GM Pacific Gas Turbine Center spanning the period 2004 to 2009 and
successfully managed both facilities in San Diego.
Set up four Gate Engine repair processes reducing engine TAT by 12 days from 45 to 33 days
Developed lean processes and self directed work teams. Processed 14 associates through the SDSU Lean
Co managed Pacific Component Technologies (PCT) during the period 1999 to 2004. PCT was responsible for
the design and manufacturing to Chromalloy PMA's to support the alternative New Part airline requirement.
Operations and Engineering Director – Thailand 1992 – 1996
Repair Development Engineer /Engineering Coordinator – Holland 1986 – 1992
Sales for Tooling, and new part manufacturing 1985 – 1986
Technical Apprentice/Machinist/Buyer 1976 – 1985
Rolls Royce Lord Hives Award 1981 – Top Mechanical Apprentice, United Kingdom:
EDUCATION AND PROFESSIONAL QUALIFICATIONS
BSc degree, Psychology with focus on Organizational Operations: San Diego, CA: 2007
SCOTEC Engineering degree (Mechanical): Stow College, Glasgow: 1980
Shingijutsu trained Lean Practitioner: 2010
Chromalloy internal Six Sigma blackbelt training: 2006
SDSU Lean Manufacturing Certification: 1999
Running, Crossfit, Cooking, Reading