Tom SteeleSteele_Tom@ymail.com

503 816-0875

POSITION SUMMARY

Highly accomplished operations & project manager with hands on experience in successfully growing sales, revenues, improving customer service and aggressively controlling expenses in competitive market environments. I have demonstrated Strong track record in identifying, developing and executing productivity and system improvements. I also have vast experience in custom made to order manufacturing.

EXPERTISE, KNOWLEDGE & KEY SKILLS

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Full Budget Accountability Profitability Improvements Organic growth of New Customers Program management to forecast or discrete

projects Business Development/Management

Leadership & Team Development Customer Relations Supply Chain Management Lean Development Program Management from $150K - $21M Maintaining budgets

PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

Operations Manager / Program Manager January 2013 – January 2016TTM Technologies (Formerly Viasystems) Forest Grove, ORResponsible for driving the strategic direction and managing the day to day business operations for the site with full responsibilities for key customer programs. Manufactured electronic components for both commercial and military applications with $100m+ in annual sales and 700 employees.

Key Accomplishments: Absorbed and led company acquisition and transitioned over 600 part numbers from an out of state

business unit in 6 months with uninterrupted customer deliveries of material.o Required Immediate ramp of 40% for new tooling capacityo 300% ramp in AS9102 first article inspectionso Grew business with one customer from $12m to $18m in one year

Achieved a 15% growth in Sales in 2014 customer base and an increase in revenue (777 ship to locations and 555 customers)

Recognized in 2015 for “Most Improved Business Unit” Led efforts to manage $10m of new Capex over the last three years

General Manager November 2010 – January 2013Park Electrochemical Corp. (Neltec Division) Tempe, AZBrought on board to reduce costs, improve on time delivery performance and correct major quality issues. Directed a team of 146 and managed $14 million budget. Partnered with R&D to develop and scale up new products for production and additional revenue.

Key Accomplishments: Reduced operational cost by 23% Established operational metrics around material treating, sheet production and shipments Reduced internal scrap rates from 3.5% to 1.2% (on average)

o Number or restarts reduced by 67% Established a foreign material control plan in all operations; from securing raw components through the

manufacturing process Right sized the business during 2012 to match overall economic business conditions in North America

and maintained profit margins

Operations Manager / Program Manager August 2007 – August 2010Sanmina-SCI Corporation Costa Mesa, CAManagement responsibility for Operations, Engineering, Quality and program management for key customers. The operation consisted of $27m in annual sales, 100,000 square foot of manufacturing space and 210 employees.

Key Accomplishments: Directly managed $12m telecom customer and full product development & R&D efforts

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Helped reduced 9 year operating loss in several months by 19%.o Over the course of a year raised operating income to 30%

Reduced operating costs by 4%. Introduced quick turns for high margin product Increased capacity by 35% Led efforts to gain high end Rigid/Flex Military qualification (31032/1,2,3 ) Supported key corporate initiatives to advance technology, which included Rigid/Flex, microvias, 2/2

lines and spaces, 5% outerlayer impedance tolerance, Laser milling, MCM, soft bondable gold Led efforts on R&D project for a start-up large Telecom customer Led marketing team in expanding business in the defense and aerospace business sector

General Manager December 2004 – October 2007SANMINA-SCI CORPORATION Phoenix, AZResponsible for all aspects of the organization which included Operations, Health and Safety, Engineering, Quality and full P&L responsibilities. The operation consisted of $100m in annual sales, 7 different operating units, a 16-acre campus and 980 employees.

Key Accomplishments: Designed and drove the local strategic business plan, increased revenue by 12% during this period. Led the capitalization process and strategy for the site, introduced $7.2 million dollars of new capital Developed sales strategy that increased customer base by 8%. Managed & improved customer relationships through direct contact and Quarterly Business Reviews. Reduced cost from the business by 6% by eliminating several cost streams and reducing SG&A cost,

indirect cost, and direct cost. Successfully achieved ISO14000 & AS9100 certifications for the business unit

Education and Management Training Sanmina-SCI Lean & Six Sigma Training Quarles / Brady – Anti Harassment/Anti-

Discrimination Cad Institute – AutoCAD 1 & 2 Electronic Packaging – Board design and

signal analysis Continental Circuits – Fundamentals of

Finance Budgeting Skills for Managers

Allied signal – PIM (Process improvement Leader)

Operational Excellence Theory or Constraints (TOC) Total Quality Management Dale Carnegie Leadership Training for

Management Train the Trainer DuPont Safety Training

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