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Greg Wilkerson

Turning opportunity into sustainable profit through vision and high performance teams

About Me

Business executive spearheading growth with broad operations, sales & marketing, business development and strategic planning experience in diverse domestic and global settings. Persuasive and tenacious results-driven leader in achieving operational excellence, consistent revenue growth and sustained profitability improvement

KEY ACCOMPLISHMENTS
• Spearheaded Lean transformation of multi-site operations, increasing production capacity 40%, first-pass quality 25%, reducing material costs 8% ($2M), and labor 10% while attaining on-time deliveries at 95%. Two manufacturing sites, 150 employees with CNC machining, assembly and finishing operations.
• Drove Lean strategy, initiatives through two CNC, equipment manufacturing companies, resulting in 40% improved labor productivity, 50% increase in quality and approximately 10% material cost reduction resulting in over $3 M in savings.
• Led turnaround for 2 manufacturing facilities with 150 employees. Overhauled supply chain operations by reducing inventory and overhead $2M; integrated operations while improving EBIT from $0.75M to $3M in 15 months, increasing profit 355% in 30 months.
• Doubled revenue to $90M in 3 years, increased EBIT 400%, strengthening market presence with target market strategies, innovative product introductions and implementing Lean throughout CNC, assembly operations.
Increased revenue, profitability of extruded PET, Teflon, PP and Polyimide films, laminates and specialty chemicals business from $8M to $25M+ in 5 years, moving from regional operation to global business generating $4M in EBIT for 3 consecutive years or the electronics, semiconductor, packaging, automotive industries

Work Experience

DGW Consulting
Principal | Consultant
October, 2016 - Present
  • Providing strategic management consulting services to small and mid-sized companies, specializing in business strategy development, sales and marketing and continuous improvement strategies.

AIRman Products, LLC
, President & COO
January, 2016 - October, 2016
  • Recruited by ownership to lead turnaround of unprofitable $15M, private equity owned manufacturer of pneumatic valves, controls, assemblies for Trucking and Auto industries.
  • Extended market downturn led to re-structuring
  • Led turnaround of a manufacturing company serving the heavy trucking, automotive industries with pneumatic valves, controls and systems.
  • $15M in revenue, 120 employees.
  • Developed 5 new product programs resulting in $290K in new business
  • Established foreign component sourcing for over 40 parts with savings over $1M
  • Created New Product Development gating process that released 3 new products with over $100K in new business
  • Extended market downturn led to re-structuring.
  • Drove turnaround of custom machining company through streamlining workflow, establishing 6 machine work centers that reduced labor by $250K, increased productivity by 40%.
  • Recruited by ownership to lead turnaround of unprofitable $15M, private equity owned manufacturer of pneumatic valves, controls, assemblies for Trucking and Auto industries.
  • Extended market downturn led to re-structuring
  • Led turnaround of a manufacturing company serving the heavy trucking, automotive industries with pneumatic valves, controls and systems.
  • $15M in revenue, 120 employees.
  • Developed 5 new product programs resulting in $290K in new business
  • Established foreign component sourcing for over 40 parts with savings over $1M
  • Created New Product Development gating process that released 3 new products with over $100K in new business

ETS, KRA International
, Interim Vice President/GM
May, 2015 - September, 2015
  • Brought in to lead organization in preparation for large military contract.
  • Two $10M privately owned, ISO9001 certified electrical wire harness, injection molding companies serving Military, Transportation, Recreation Vehicles, Agricultural industries.
  • Drove revenue growth $500K (5%) through increased share at existing Transportation, Marine and Agriculture clients as well as from new business development opportunities
  • Improved net margins 4% through new product sales, cost management
  • Reduced working capital $100K through execution of overall strategy to improve alignment of purchasing to operation demand, reducing production cycle time 18%
  • Developed and initiated business and organization strategy to manage tripling of overall revenue for projected significant military contract at AM General

ETS, KRA International
, Vice President/GM
May, 2015 - September, 2015
  • Brought in to lead organization in preparation for large military contract.
  • Two $10M privately owned, ISO9001 certified electrical wire harness, injection molding companies serving Military, Transportation, Recreation Vehicles, Agricultural industries.
  • Drove revenue growth $500K (5%) through increased share at existing Transportation, Marine and Agriculture clients as well as from new business development opportunities.
  • Improved net margins 4% through new product sales, cost management.
  • Reduced working capital $100K through execution of overall strategy to improve alignment of purchasing to operation demand, reducing production cycle time 18%.
  • Developed and initiated business and organization strategy to manage tripling of overall revenue for projected significant military contract at AM General.

Par-Kan Company
, President & COO
January, 2013 - December, 2014
  • Recruited by ownership to lead turnaround of $20M+ privately owned equipment manufacturing company serving Agricultural, Ground Support, Waste Handling industries.
  • Developed and executed turnaround strategies; increased revenues 9% ($2.5M) through development of new sales channel strategy for Agricultural business segment
  • Reduced inventories $0.5M (10%) from Lean, Continuous Improvement initiatives throughout company.
  • Secured $7M in revenue, $1.2M in profit through executing best practices for new product development and commercialization of principal Agricultural segment offering
  • Drove major re-design and market introduction of Agricultural equipment in half the time with 50% reduction ($200K) in field quality issues
  • Recruited by ownership to lead turnaround of $20M+ privately owned equipment manufacturing company serving Agricultural, Ground Support, Waste Handling industries.
  • Developed and executed turnaround strategies; increased revenues 9% ($2.5M) through development of new sales channel strategy for Agricultural business segment
  • Reduced inventories $0.5M (10%) from Lean, Continuous Improvement initiatives throughout company.
  • Secured $7M in revenue, $1.2M in profit through executing best practices for new product development and commercialization of principal Agricultural segment offering
  • Drove major re-design and market introduction of Agricultural equipment in half the time with 50% reduction ($200K) in field quality issues

CTB Incorporated
, Division Vice President & GM
January, 2009 - December, 2012
  • Recruited to lead under-performing division of $1.3B global equipment subsidiary of Berkshire Hathaway serving the Agriculture Industry.
  • Led resurgence of business, brand identity in US, internationally.
  • Corporate restructuring merged divisions.
  • Doubled revenue of Egg Production Systems division to $100M+ in 3 years, increased EBIT 400% for the global equipment, electronic controls and ventilation system business division

  • Spearheaded Lean transformation of multi-site operations, increasing production capacity 40%, first-pass quality 25%, reducing material costs 8% ($2M), and labor 10% while attaining on-time deliveries at 95%. Two manufacturing sites, 150 employees with CNC machining, assembly and finishing operations.
  • Enhanced market share 15% domestically ($15M), internationally 10% ($10M) through strengthening client relationships, broadening dealer coverage, realigning sales force and introducing new product development of aviary housing system, control systems and ventilation systems for Layer and Poultry markets.
  • Reduced working capital requirements $5 M, increasing inventory turns from 7 to 10 within 1 year
  • Increased revenues $2M by expanding global position in ancillary market in waste material handling through joint venture with European equipment manufacturer
  • Recruited to lead under-performing division of $1.3B global equipment subsidiary of Berkshire Hathaway serving the Agriculture Industry.
  • Led resurgence of business, brand identity in US, internationally.
  • Corporate restructuring merged divisions.
  • Doubled revenue of Egg Production Systems division to $100 M+ in 3 years, increased EBIT 400% for the global equipment, electronic controls and ventilation system business division
  • Spearheaded Lean transformation of multi-site operations, increasing production capacity 40%, first-pass quality 25%, reducing material costs 8% ($2M), and labor 10% while attaining on-time deliveries at 95%. Two manufacturing sites, 150 employees with CNC machining, assembly and finishing operations.
  • Enhanced market share 15% domestically ($15M), internationally 10% ($10M) through strengthening client relationships, broadening dealer coverage, realigning sales force and introducing new product development of aviary housing system, control systems and ventilation systems for Layer and Poultry markets.
  • Reduced working capital requirements $5 M, increasing inventory turns from 7 to 10 within 1 year
  • Increased revenues $2M by expanding global position in ancillary market in waste material handling through joint venture with European equipment manufacturer

Hoeganaes Corp
, VP, Sales & Marketing
January, 2007 - December, 2008
  • $300 million global subsidiary of GKN Corporation, manufacturing metal powders, primarily serving the automotive market.
  • Revitalized revenue growth for subsidiary;
  • Increased revenue $35M (12%) in 6 months by negotiating 2 new global sales agreements, adding 5 new clients through prioritizing sales efforts, executing key segment marketing focus for the North America
  • Instituted value-based pricing strategy, increasing revenues 5% ($6M); 15 direct reports
  • Reduced Operation scrap by $5M; lowered overall working capital $7M by leading cross-functional teams that identified wastes and securing market outlets for materials
  • Secured $50M in revenue through successfully completing supply contracts for 17 key domestic and international clients
  • $300 million global subsidiary of GKN Corporation, manufacturing metal powders, primarily serving the automotive market.
  • Revitalized revenue growth for subsidiary;
  • Increased revenue $35M (12%) in 6 months by negotiating 2 new global sales agreements, adding 5 new clients through prioritizing sales efforts, executing key segment marketing focus for the North America
  • Instituted value-based pricing strategy, increasing revenues 5% ($6M); 15 direct reports
  • Reduced Operation scrap by $5M; lowered overall working capital $7M by leading cross-functional teams that identified wastes and securing market outlets for materials
  • Secured $50M in revenue through successfully completing supply contracts for 17 key domestic and international clients

Koolant Koolers
, President & COO
January, 2003 - January, 2007
  • $40M subsidiary of Dover Corporation manufacturing custom thermal process control equipment and components for Auto, Industrial, Medical, Power, Food, Semiconductor markets.
  • Re-organized and turned around businesses, integrating Schreiber Engineering and Koolant.
  • Dover sold businesses to Glen Dimplex, with value increasing 8 times original purchase.
  • Manufactured industrial custom thermal process control equipment and components for Auto, Industrial, Medical, Power, Food, Semiconductor markets.
  • Led business turnaround, increasing revenue 35% ($11M), and driving profit increase 355% in 30 months.
  • Differentiated product offerings to best align with market segment needs, value; EBIT increased from $0.75M to $3M in 15 months.
  • Realigned sales force from regional to key market segment focus
  • Executed integration of Koolant and Schreiber Engineering through cross-functional teams with $40M business revenue, two facilities and 150 employees, reducing $2M in overhead
  • Drove Lean strategy, initiatives through both companies, resulting in 40% improved productivity, 50% increase in quality and approximately 10% material cost reduction
  • $40M subsidiary of Dover Corporation manufacturing custom thermal process control equipment and components for Auto, Industrial, Medical, Power, Food, Semiconductor markets.
  • Re-organized and turned around businesses, integrating Schreiber Engineering and Koolant.
  • Dover sold businesses to Glen Dimplex, with value increasing 8 times original purchase.
  • Manufactured industrial custom thermal process control equipment and components for Auto, Industrial, Medical, Power, Food, Semiconductor markets.
  • Led business turnaround, increasing revenue 35% ($11M), and driving profit increase 355% in 30 months.
  • Differentiated product offerings to best align with market segment needs, value; EBIT increased from $0.75M to $3M in 15 months.
  • Realigned sales force from regional to key market segment focus
  • Executed integration of Koolant and Schreiber Engineering through cross-functional teams with $40M business revenue, two facilities and 150 employees, reducing $2M in overhead
  • Drove Lean strategy, initiatives through both companies, resulting in 40% improved productivity, 50% increase in quality and approximately 10% material cost reduction.

Synthetic Industries
, Vice President/GM
January, 2001 - January, 2003
  • $450M, Private-equity backed specialty textiles & composites, concrete additives and carpet manufacturer for the Construction, Auto, Furniture and Agricultural Industries.
  • Recruited to lead turnaround of under-performing GeoSolutions Division.
  • Returned division to profitability in 10 months; Company sold to Shaw and Propex Industries in 2004.
  • Acting VP/GM for the GeoSolutions Division, a $68M business with three plants and 300 employees.
  • Overhauled supply chain operations, reducing inventory 60% ($13M).
  • Led product line rationalization, eliminating 750 products, while tripling on-time deliveries from 30-90%.
  • Increased revenue 25% ($15M) in 15 months to $85M through realignment of sales force toward strategic markets, strong engagement with key clients on premium offerings, selective price increases on custom offerings.
  • Engineered financial turnaround for business, shifting from a net loss of $0.8M to $3.0M EBIT in 10 months.
  • Achieved through revenue growth, 8% waste and 5% personnel reductions and 5-10% targeted price increases.
  • $450M, Private-equity backed specialty textiles & composites, concrete additives and carpet manufacturer for the Construction, Auto, Furniture and Agricultural Industries.
  • $65 M division with 3 plants, 350 employees.
  • Recruited to lead turnaround of under-performing GeoSolutions Division.
  • Returned division to profitability in 10 months; Company sold to Shaw and Propex Industries in 2004.
  • Overhauled supply chain operations, reducing inventory 60% ($13M).
  • Led product line rationalization, eliminating 750 products, while tripling on-time deliveries from 30-90%.
  • Increased revenue 25% ($15M) in 15 months to $85M through realignment of sales force toward strategic markets, strong engagement with key clients on premium offerings, selective price increases on custom offerings.
  • Engineered financial turnaround for business, shifting from a net loss of $0.8M to $3.0M EBIT in 10 months.
  • Achieved through revenue growth, 8% waste and 5% personnel reductions and 5-10% targeted price increases.
  • Prior to 2001 President & COO; VP, Operations: Sales & Marketing Director Kaneka High Tech Materials, Pasadena, TX Manufacturer of high temperature polymeric films, laminates and specialty chemicals Recruited to establish brand identity, establish market share for start-up in North America.
  • Drove subsidiary to become a $30M business of Kaneka Corporation.
  • Led turnaround from an annual loss of $7 M to over $4 M EBIT for 3 consecutive years while also transforming operation into global business.
  • Dupont Corporation---Various technical professional, Sales, Technical and Market Development Management roles for engineered material and chemical businesses.

Education

INDIANA UNIVERSITY, BA - CHEMISTRY

INDIANA UNIVERSITY, MBA - FINANCE

Purdue University, Certification - Miller Heiman Sales Training
2015
Purdue University, Certification - Lean Six Sigma Black Belt
2015

Skills

  • SALES
  • SALES FORCE
  • NEW PRODUCT DEVELOPMENT
  • PRODUCT DEVELOPMENT
  • TRANSMISSIONS
  • BRAND IDENTITY
  • INVENTORY
  • MARKET SHARE
  • OPERATIONS
  • ASSEMBLY
  • CNC
  • CNC MACHINING
  • CONTROL SYSTEMS
  • CONVEYOR
  • ELECTRONIC CONTROLS
  • FINISHING
  • JOINT VENTURE
  • JOINT VENTURES
  • MACHINING
  • MATERIAL HANDLING
  • RESTRUCTURING
  • VENTILATION SYSTEMS
  • MARKETING
  • CLEANROOM
  • COST REDUCTION
  • INTEGRATION
  • INTEGRATOR
  • PROCESS CONTROL
  • SEMICONDUCTOR
  • AUTOMOTIVE
  • BEST PRACTICES
  • CHANNEL STRATEGY
  • CONTINUOUS IMPROVEMENT
  • NEW SALES
  • CONTRACTS
  • PRICING
  • COMPOSITES
  • CONCRETE
  • POLYMERIC
  • SUPPLY CHAIN
  • NEW PRODUCTS
  • COACHING
  • FINANCIAL MANAGEMENT
  • MENTORING
  • OPERATIONS MANAGEMENT
  • OPTIMIZATION
  • SME
  • STRATEGIC PLANNING
  • SUBJECT MATTER EXPERT
  • BUSINESS DEVELOPMENT
  • BUYING/PROCUREMENT
  • COST MANAGEMENT
  • CYCLE TIME
  • ELECTRICAL WIRE HARNESS
  • INJECTION MOLDING
  • MOLDING MACHINE
  • NEW BUSINESS DEVELOPMENT
  • PRODUCT SALES
  • PURCHASING
  • WIRE HARNESS
  • BLACK BELT
  • SALES TRAINING
  • SIX SIGMA
  • SIX-SIGMA
  • TRAINING
  • CHEMISTRY
  • FINANCE
  • MBA
  • PACKAGING
  • MANAGEMENT CONSULTING
  • WORKFLOW

Languages

English
Full professional proficiency

Networks