Joseph Utasi

JOSEPH G. UTASI, MBA / BSEE / CPM

3440 River Hills Drive, Cincinnati, OH 45244 a 513-271-3903 a
ju13a59e0@westpost.net
RESULTS-DRIVEN PROGRAM MANAGEMENT EXECUTIVE
TRANSFORMATIONAL LEADER WHO CONTINUALLY STRIVES FOR IMPROVEMENT OF
BUSINESS PROCESSES AND PEOPLE PERFORMANCE TO ENSURE A COMPANY MEETS
ITS REVENUE AND PROFITABILITY GOALS. UNIQUE BLEND OF OPERATIONS,
PROCESS IMPROVEMENT, PROGRAM MANAGEMENT, ENGINEERING, AND
MANUFACTURING
IN THE MILITARY AEROSPACE INDUSTRY.
EXPERTISE, KNOWLEDGE & SKILLS
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Operations Management & Transformation
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Six Sigma, LEAN, Kaizen, 5S
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FAR, DFAR and ITAR Compliance
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Customer / Vendor Relationship Management
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Business Development, Sales, and Marketing
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Strategic Panning
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P&L Performance
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Best Practices Manufacturing Methodologies
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Product Management
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Team Leadership & Development
BUSINESS VALUE / ROI
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Proven ability to: (1) assess business processes, create efficient
procedures and establish consistent standards throughout the
organization to facilitate revenue growth, cost control, and
increased profitability, (2) coordinate with cross-functional groups
and divisions to ensure customer requirements and overall objectives
of multi-million dollar programs are met, (3) develop and motivate
employees, set targets for performance at all levels and foster
teamwork and commitment within the organization to achieve corporate
goals.
EXPERIENCE, ACCOMPLISHMENTS, AND PERFORMANCE MILESTONES
PLANT MANAGER: CRESCENT PAPER TUBE CO a" 2008 TO 2009
Highly visible leadership role utilizing skills in general
management, operations, planning, and people management.
Planned, coordinated and directed operations, including manpower
scheduling, machine assignments, maintenance, and management of
manufacturing employees. Collaborated with VP, Sales to organize
manufacturing schedule with booked/projected sales. Led immediate
objective of establishing management systems and operational metrics
to achieve sustained improvement in cost, quality, and order
fulfillment.
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_INCREASED PRODUCTIVITY & OPERATIONAL EFFICIENCY. _Created a vision
and operating strategy for the plant, instilling a sense of
responsibility and a aLean Thinkinga culture. _Drove significant
_improvements in efficiency, on-time delivery, production and scrap
rates. Implemented preventive maintenance program to avoid system
flow interruption and reduce machine downtime.
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DEVELOPED & MAINTAINED A MOTIVATED AND PRODUCTIVE WORKFORCE.
Demonstrated strength in building a solid team of motivated
individuals, utilizing a coach/mentor approach and building a desire
for excellence. Dramatically reduced employee turnover, from 50% to
zero, and improved employee morale, performance, and productivity.
Between 2006 TO 2008, held three CONTRACT positions. Assignments
were diverse and spanned (I.) turning around a troubled project while
navigating through changing customer demands, the effects of new
systems and processes, and ensuring compliance with FAR, DFAR, and
ITAR, (II.) driving the growth and profitability of the military
aerospace and commercial market segment associated with recent $5M
acquisition, and (III.) overseeing all aspects of plant operations,
including labor, production, scheduling, facility maintenance, and
safety.
PROGRAM MANAGER: DRS MOBILE ENVIRONMENTAL SYSTEMS, CINCINNATI, OH a"
2007 TO 2008
PRODUCT MANAGER: STANDEX ELECTRONICS, CINCINNATI, OH a" 2006 TO 2007
PLANT MANAGER: XOMOX CORPORATION, BLUE ASH, OH a" 2006
JOSEPH G. UTASI PAGE 2
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ESTABLISHED DISCIPLINED PROJECT MANAGEMENT FRAMEWORK FOR _DRS MOBILE
ENVIRONMENTAL SYSTEMS._ Created and advocated industry best practices
and methodologies, successfully bringing together the best in people,
process and technology to bring projects back on schedule. Cultivated
confidence in customers by demonstrating responsiveness and
quality-consciousness to the efficient and timely manufacture of
their products.
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MAXIMIZED PRODUCTIVITY & CUSTOMER SATISFACTION FOR _STANDEX
ELECTRONICS._ LEVERAGED MILITARY AEROSPACE EXPERTISE TO UNIFY
DISPARATE BUSINESS PROCESSES AND CORPORATE PHILOSOPHIES OF STANDEX
AND RECENTLY ACQUIRED MILITARY COMPANY. IDENTIFIED AND RESOLVED
CHALLENGES ASSOCIATED WITH SEVERE ORDER DELIVERY BACKLOG AND ERP
SYSTEMS, WHILE SKILLFULLY REPAIRING AND STRENGTHENING CUSTOMER
RELATIONSHIPS.
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LED ORGANIZATIONAL CULTURE TRANSFORMATION FOR _XOMOX CORPORATION._
Established disciplined scope of work procedures and controls to
ensure consistent and predictable practices in meeting customer
requirements. Doubled production output of 2nd shift in first 60
days, reduced scrap rate in molding by 50%, and improved qualify by
reinforcing 5S methodology and cross-training employees. Applied
Kaizen to improve efficiency in manufacturing cells.
PRESIDENT: ACCU-COUNTER TECHNOLOGIES, CRESTVIEW HILLS, KY a" 2003 TO
2005
BROUGHT ON BOARD TO PROVIDE VISION, LEADERSHIP, STRATEGY, AND GENERAL
MANAGEMENT SKILLS NECESSARY TO TURN A STRUGGLING, START-UP
(MANUFACTURER OF SPECIALIZED PRODUCT FOR MILITARY-LAW ENFORCEMENT
MARKETS) INTO A HIGH-GROWTH COMPANY ORGANIZED FOR LONG-TERM SUCCESS.
PLAYED A CRITICAL ROLE IN THE DAILY AND STRATEGIC OPERATION OF THE
COMPANY, WITH FOCUS ON CONTINUOUSLY IMPROVING OPERATIONS AND SERVICES
TO ACHIEVE REVENUE GROWTH, WHILE ENHANCING CUSTOMER SATISFACTION.
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BUILT BEST PRACTICES OPERATIONS INFRASTRUCTURE. STANDARDIZED
PROCESSES AND PROCEDURES ACROSS ALL FUNCTIONAL AREAS, FOCUSING ON KEY
BUSINESS METRICS AND "CONTINUOUS IMPROVEMENT THROUGH TEAMS".
IMPLEMENTED PRODUCTION TARGETS AND DIRECTED THE ON-GOING BALANCE OF
CAPACITY AND MANUFACTURABILITY, AND ON-TIME DELIVERY.
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ACTED AS A PERFORMANCE LEADER AND DRIVER OF CHANGE. DELIVERED
SUBSTANTIAL SAVINGS IN ANNUAL OPERATING COSTS. ACCOMPLISHED BY
REDUCING DEVELOPMENT TIMES, FOCUSING ON PROJECTS WITH IMMEDIATE ROI,
REALIGNING PROGRAMMING STAFF, AND TRANSITIONING ACCOUNTING TO AN
IN-HOUSE FUNCTION.
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LAUNCHED HIGHLY RESPONSIVE MARKET STRATEGY. CREATED A COMPREHENSIVE
BUSINESS AND MARKETING PLAN WITH DEFINED OBJECTIVES AND GOALS TO
INCREASE MARKET PRESENCE. PARTICIPATED IN INDUSTRY TRADE SHOWS AND
AUTHORED aWHITE PAPERSa AS A KEY INSTRUMENT TO SOLICIT AND
CAPTURE CONTRACTS WITH SOCOM, THE ARMY AND THE AIR FORCE.
PROGRAM MANAGER COMMERCIAL GROUP: KDI PRECISION PRODUCTS, DIVISION OF
L3 COMM., CINCINNATI, OH a" 2000 TO 2002
LED SOURCING OF NEW COMMERCIAL ELECTRONIC ASSEMBLY CONTRACTS TO
ABSORB OVERHEAD ON MILITARY DEFENSE ELECTRONIC ASSEMBLY LINES. HEAVY
INVOLVEMENT IN BUSINESS DEVELOPMENT, INCLUDING IDENTIFYING AND
PURSUING NEW ACCOUNTS, MANAGING BID/PROPOSAL TEAMS WITHIN A MATRIX
ORGANIZATION, SCHEDULING PRODUCTION, AND CUSTOMER INTERFACING.
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POSITIONED THE COMPANY FOR GROWTH. SOURCED AND SECURED NEW ACCOUNTS
WITHIN A NICHE MARKET, GENERATING NEW REVENUES. POSSESSED THE
EXECUTIVE PRESENCE AND INTERPERSONAL SKILLS REQUIRED TO GAIN RESPECT,
DEVELOP RAPPORT AND ESTABLISH CREDIBILITY WITH KEY DECISION MAKERS.
INTRODUCED A STANDARD PARTS NUMBERING SYSTEM TO REPLACE THREE
INDEPENDENT INVENTORY SYSTEMS WITHIN THE OPERATION, REDUCING COSTS
AND ELIMINATING DUPLICATION.
EARLIER CAREER: DIRECTOR OF ENGINEERING: ADAM INSTRUMENT COMPANY,
CINCINNATI, OH a" 1998 TO 2000
BUSINESS OWNER / ENTREPRENEUR: JOMAR PRODUCTS a" 1984 TO 1998
EDUCATION: BSEE, Indiana Institute of Technology, Fort Wayne,
Indiana
MBA, MARKETING, Xavier University, Cincinnati, Ohio
CERTIFICATION IN PROJECT MANAGEMENT, Xavier Consulting Group,
Cincinnati, Ohio
NABCEP PHOTOVOLTAIC CERTIFICATION, Cincinnati State