Richard A. Curtis
2443 Brookdale Ave., West Chester, PA
19380
Mobile: (610) 555-2378
C
Email: racurtis840@gmail.com
~ OPERATIONS / SALES / MARKETING /
FINANCE / TECHNOLOGY / PRODUCT
MANAGEMENT ~
Senior Executive in the telecommunications
industry with proven ability to deliver
manufacturing and sales results in both
dynamic growth and economically challenged
environments. Recognized as an excellent
leader, communicator and team builder.
Established track record to grow revenue,
scale operations, deliver profitability
objectives and build executive customer
relationships. Strong leadership experience
in sales, business development, mergers &
acquisitions, product management,
operations, strategy and finance.
~ Professional Experience ~
Crawford Telecom (CT) - Philadelphia,
PA
President – Telecom Services Group; 2008 to
Present |
1998
to Present |
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Full responsibility for strategic and
operational planning, finance,
manufacturing, sales and marketing, quality
assurance, engineering and R&D, customer
service information technology and human
resources. I replaced the VP of
Operations, the VP of Sales and Marketing,
the VP of Information Technology and
recruited other key engineering, operations,
marketing and sales managers to improve all
aspects of the division’s engineering and
R&D, marketing and sales, finance and
operations activities. In addition, I
set the strategic direction for the
companies market focus and identified market
segments to be addressed.
A
Recruited key executives and management for
the division and successfully created an
entrepreneurial environment within a well
established division. Continued to build
the division in terms of marketshare,
revenues and profits, while continuing to
support new product development efforts.
A
Determined and implemented long term
strategy and corporate goals, including
market opportunities and product solutions.
Established a complete marketing plan,
including sales plans, new product
introduction, pricing and advertising to
successfully target markets. I introduced
new market driven products using state of
the art technology and created corporate
business plans which has grown the company
to current annual revenues of $862 million.
A
Led cross-functional team to set up an
effective assembly line as a fully developed
Lean operation. Developed a pilot program to
formalize training and create operation
standards to increase departmental quality
and productivity. During the first month of
program defects were reduced by 4.7%.Directed efforts to identify and eliminate
waste and reduce non-value added activity in
all sub-standard departments and launched a
continuous improvement program using root
cause analysis to identify issues and
corrective actions. I streamlined
production flow and the order pick process
and increased daily production by 14% in the
first month. Improved on time delivery
performance by 41%.
Vice President, Product Management & Sales,
Telecom Services Group; 2006 to
2008
Responsible for the sales, marketing and
product management functions for this global
telecom manufacturing division. I led and
developed expert sales and marketing
professionals thru diverse distribution
channels. Created and implemented effective
marketing programs, utilized networks and
business connections and maintained
relationships with key customers. Developed
and adjusted pricing strategies to guarantee
competitiveness and profitability in a
highly competitive marketplace.
A
Growth and Profitability: Guided the
divisions positive annual revenue growth to
$382 million with significant profitability
improvements.
P/L Management: Improved
profitability, financial visibility and
accountability across all business units to
support increases in revenues, profits and
market share.
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RICHARD A. CURTIS
2443 Brookdale Avenue
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West Chester, PA 19380
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610-555-2378 (Cell)
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racurtis840@gmail.com
SENIOR OPERATING & GENERAL MANAGEMENT
EXECUTIVE
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Combines $862 million P&L
responsibility in the high-tech
industry with solid strategic and
tactical expertise in global
operations, fiscal management, sales
and new product development. Expert
at scaling operations,
planning/executing mission-critical
business initiatives distinguished
by triple digit revenue gains and
achieving profitability objectives
despite facing a rapidly fluctuating
global economy. Successful at
formulating effective go-to-market
strategies and negotiating
multinational transactions valued in
excess of $100 million against
larger, more entrenched competition. |
Core
Competencies & General Management Strengths
Include:
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Strategic/Operational Planning &
Financial Alignment |
· |
Margin Improvement Initiatives & ROI
Development |
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Financial Turnarounds & Performance
Enhancement |
· |
Forecasting, Capital Planning &
Banking Relations |
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Global Market Evaluation,
Penetration & Expansion
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Organic Business Growth & Sales
Process Chan |
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Acquisitions, Joint Ventures &
Licensing Agreements |
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Product Design & Cost/Cycle Time
Optimization |
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Divestitures, Asset Liquidations &
Cost Containment |
· |
Infrastructure Constraints &
Operational Capacity Gaps |
Master of
Business Administration
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Operations Management
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University of Chicago, Chicago, IL
C GPA:
3.85
Bachelor of Science
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Electrical Engineering
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Drexel University, Philadelphia, PA
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Magna Cum Laude
PROFESSIONAL EXPERIENCE
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CRAWFORD TELECOM,
Philadelphia, PA |
1998 to Present |
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President, Telecom Services Group
(2008 to Present)
Hold $862 million in P&L with
accountability for growing the
global Telecom Services Group within
this $4.6 billion telecommunications
manufacturing/service company.
Initial challenge focused on
transforming a loose group of legacy
acquisitions into a focused
enterprise, integrating all
processes and systems, and growing
the division both organically and by
acquisition. Developed a 3-year
roadmap and provided the strategic
guidance required to improve
financial operations, reduce costs
and capitalize on the division’s
core competencies. Report directly
to the Chairman/CEO. |
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C |
Replaced ineffective
management, revamped an
outdated business model,
eliminated non-added
value and repetitious
layers and transitioned
the division from a
transaction centric
operation into a
responsive,
customer-focused,
market-driven
enterprise. Increased
annual revenues by $480
million and EBITDA by
$247 million. |
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C |
Located a buyer and
directed the sale of a
$48 million
operationally costly
business unit, reducing
fixed costs by 28% ($12
million), freeing up
working capital and
allowing the division to
focus on its core
competencies. |
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C |
Identified/negotiated 3
acquisitions that were
all accretive in the
first year and
established the
division’s 1st joint
venture in Europe.
Eliminated $8.3 million
in redundant and
non-essential functions,
increased market share
by 71%, grew revenues by
$144 million annually
and improved EBITDA by
$58.4 million within the
1st year.
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C |
Launched a high margin
(3 x cost) product and
oversaw a global sales
initiative that now
encompasses all 50
states and 54
countries. Effort
generated $16.5 million
in sales within the
first 6 months, achieved
profitability in Q2 of
the rollout, and is on
target to reach $165
million in total sales
by the end of the 2nd
fiscal year. |
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C |
Negotiated $150 million
in bank credit lines
during the CY2008
economic collapse,
despite the introduction
of a new go-to-market
strategy and having to
compete against 3
competitors capped at 10
times Crawford’s size. |
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C |
Initiated a new customer
service philosophy, with
91% (previously 67%) of
all customers now rating
their service as very
good and expressing
an interest in
continuing the
association beyond their
current contract
periods. |
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A
Created an electronic document process to
capture customer agreements, eliminating
over 1.3 million manual documents annually,
reducing compliance risk and saving 280,000
hours for the field sales force.
Instrumental in developing a new secure
telecommunications product that diversified
the customer base and introduced an inactive
account regeneration program that recouped
nearly 70% of all lost customers.
Vice President, Operations; Telecom
Manufacturing Group; 2002 to 2006
A
I was promoted to manage all manufacturing
functions and improve quality. Established
a Lean manufacturing facility that
streamlined production, reduced waste,
increased employee productivity by 38% and
the overall production rate by over 45%.
Prepared budgets and schedules, reduced
staffing, supervised cost cutting
initiatives, and led continuous improvement
efforts. Helped reorganize the warehouse to
establish a First In, First Out system and
improved on time delivery performance.
A
Operations Improvement: Increased revenues
by 50% from prior fiscal year results.
Maintained gross margin of 45% or better
(significantly above industry averages and
prior fiscal year results) and staff
utilization of 80% or better for four
consecutive quarters. Reduced staff
attrition by 50%.
Executive Account Management: I provided
executive relationship support, sales
leadership, and project delivery support for
two key customer accounts representing 30%
of 2004-2005 business unit revenues.
Installed a Lean Six Sigma and a new capital
improvement program that increased
manufacturing capacity by 45% and
productivity by 38%.
Implemented aggressive purchasing actions
designed to cut procurement costs by a
minimum of 10% annually. Delivered an 11.5%
reduction in costs in the first year. I
reorganized inventory, eliminate obsolete
items and implemented new procedures to
reduce the items inventoried.
Director, Operations & Quality; 2001 to
2002
A
Developed a pilot program to formalize
training and created operation standards to
increase division quality and productivity.
I served as a member of a cross-functional
team to set-up exemplary assembly lines as a
fully developed Lean operation.
A
Improved planning and scheduling for
operations and cut 16% in annual budgeted
operating costs. Focused directly on
increasing customer satisfaction and raised
the retention rate to 91%.
Leveled process flow on four assembly lines
reducing overtime by 10% and reduced two
leading defect categories by 95% by training
supervisors in problem solving methodologies.
Manager, Technical Support / Research &
Development; 1998 to 2001
A
Supported, recommended and modernized
production line equipment in order to
increase overall production, resulting in an
13% increase. Held responsible for
providing guidance for the processing and
packing areas to improve overall efficiency
and lower the related expenses.
Prior Work Experience:
Planning & Production Manager – Prolectron,
Inc., Wilmington, DE 1995 to 1998
Engineering Associate – Prolectron, Inc.,
Wilmington, DE 1992 to 1995
~ Education ~
University of Chicago, Chicago, IL, MBA,
Operations Management, GPA 3.85 1992
Drexel University, Philadelphia, PA, BS,
Electrical Engineering, High Honors 1990
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Vice President,
Product Management & Sales, Telecom
Services Group
(2006 to 2008)
Introduced emerging technologies to
the global marketplace and held full
accountability for accelerating
revenue and margin growth with a
$382 million annual sales budget.
Spearheaded all global marketing,
channel planning, brand positioning,
strategy development, pricing,
advertising, media relations,
e-commerce, product life-cycle
management and governance
initiatives. Managed 165 sales
professionals located on 5
continents through 7 direct reports. |
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C |
Launched a market
penetration plan based
on an Area Profitability
concept and instituted
aggressive cost-cutting
initiatives, halting a
3-year negative cash
flow totaling $41
million. Grew annual
sales from $168 million
to $382 million, the
industry’s highest
growth rate, despite a
weak balance sheet and a
newly expanded sales
organization. |
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C |
Created an integrated
marketing communication
plan, allowing the
product development,
marketing and sales
functions to jointly
align objectives and
increase sales by 31%
($62 million) over a
15-month time span. |
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C |
Instituted a
market-based pricing
strategy that eliminated
the complexities of
product pricing and
formed a joint
product/financing
program, reducing sales
cycle time by 40% and
support costs by 32%
($1.8 million) per
annum. |
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C |
Negotiated a $65 million
licensing contract that
provided exclusive
access to a required
technology for a secure
telecommunications
product, achieving 40%
market penetration and
$38 million in 1st year
sales revenues. |
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Vice President, Operations,
Telecom Manufacturing Group
(2002 to 2006)
Established the operational
direction and ensured the Lean
status of this $168 million
production operation. Headed all
manufacturing functions with
autonomous accountability for
accelerating production output,
improving quality and eliminating
non-value adding waste. Identified
future products and enhancements
required to grow the existing line
and set the next generation
migration path. Prepared
forecasts/budgets for long-range
planning and to manage costs. |
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C |
Upgraded the
manufacturing, supply
chain and R&D teams,
launched a Lean Six
Sigma productivity
initiative and executed
a $20 million capital
program that increased
manufacturing capacity
by 46%, reduced the
headcount by 18% and
improved overall
productivity by 38%.
Reduced year-over-year
controllable costs by
$11.4 million. |
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C |
Established a Greenfield
Lean manufacturing plant
in China, completing all
facility and product
transfers on-time with
100% 1st pass production
yields. Grew
international operation
segment revenues from
$21 million to $63
million within 18
months, and met or
exceeded revenue and
profit goals for 11
consecutive quarters. |
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C |
Closed a small,
non-performing,
high-cost manufacturing
site, reducing off-spec
production by more than
18,000 units annually,
realizing a $4.5 million
annual revenue
improvement and dropping
$3.9 million to the
bottom-line. |
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Director, Operations & Quality
(2001 to 2002)
Directed daily production and
quality initiatives, including
operations, purchasing, inventory,
scheduling and logistics. Managed
yield improvements, initiated
cost-saving processes, ensured
employee safety and maintained
equipment. |
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C |
Improved employee
utilization and slashed
the annual operating
budget by 16% ($1.7
million) in the 1st year
through more effective
planning/scheduling
processes and fixed
preventive maintenance
for capital equipment. |
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C |
Attained an 89% (from
53%) customer
satisfaction rating in
terms of product quality
and timely delivery.
Increased the contract
renewal rate from 36% to
71%, generating $28
million in additional
annual revenue. |
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Manager, Technical Support /
Research & Development
(1998 to 2001)
Played a key role in
modernizing/updating 3 facilities
totaling 286,000sf and managed line
trials to expand/increase
production-line capacity. Provided
technical expertise for the
processing and packing areas.
Supervised 5 associates. |
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C |
Authored 4 technical
operational manuals and
implemented SOPs for
operating and
maintaining all capital
equipment, increasing
average production
levels by 13% and saving
an estimated $275,000
annually. |
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Early Positions:
PROLECTRON, INC.: Planning &
Production Manager - (1995 to 1998)
C
Engineering Associate (1992
to 1995)
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