Bob — Engineering Manager

2002 - Present Grand Blanc, MI Aqua Graphics, LLC was a full-service supplier of decorated interior and exterior plastic automotive aftermarket, medical and consumer goods products. $20+M P&L responsibility BUSINESS HAS BEEN SOLD BK & Associates, LLC is contract management and engineering firm providing interim operation and engineering management support services to corporations in diverse manufacturing environments. Including, but not limited to

2001 - 2002 (2 years) Flint, MI (Contract assignment from Chase Bank) Re-engineered overextended steel fabrication and conveyor systems manufacturing company faced with losing financial backing. Delivered organizational development & lean operational strategies of two fabricating plants, 40-man engineering department, and 5+ field operations, nationally, comprised of 1,500 employees. Sales of over $150 million per year. Reversed a $30 million financial deficit and became debt free with sub-contractors and A/P current. $120+M P&L responsibility. Reitter & Schefenacker, GMBH Engineering Manager, Paint Operations

1999 - 2001 (3 years) Schwaikheim, Germany (Contract) Re-designed and modified an inefficient class-A paint system. Trained the staff in the operation of the painting system, and results so exceeded expectations I received a bonus that was not part of the contract. Also, assisted in the design and development of new paint systems in Hungary and South Korea. P&B Automotive, Inc. Vice President Operations (2 Plants)

1997 - 1999 (3 years) Anderson, SC & Auburn Hills, MI (Contract) Recruited to manage joint venture between American (Becker Group) and French (Plastic Omnium) Tier One automotive suppliers to revitalize lackluster plastic molding and Class-A painting operations. Repositioned company for long-term growth and profitability. Started a second plant in order to sequence assembles to BMW. Managed 400 employees with sales of over $150 million per year. Also, spent time in France and Mexico working with the R&D group of Plastic Omnium SA. Lead team that instituted TPS and lean practices. $150+M P&L responsibility. Plastic Research Corporation Vice President & C.O.O

1994 - 1997 (4 years) Flint, MI Manufacturer of plastic lawn & garden products and building materials. Planned and orchestrated an aggressive turnaround of this specialty manufacturer faced with tremendous competition, cost overruns, poor market penetration, and faltering sales performance. Managed over 250 employees, with sales of over $120 million per year. Accelerated sales revenues from $6 million to greater than $120 million and improved EBIT to over $30 million. $100+M P&L responsibility. o Lead the sales team in the development of business to the Big Boxes, Distributors and International markets. o Researched competitor products and implemented new and existing product development initiatives to revitalize dormant product line, increasing market share by 70% within two years. o Managed team tasked with developing new products; increased sales from $5 million to over $100 million in 3 years. o Instituted 5S and other lean practices, also trained entire staff in strategic management principles. Plasti-Paint Inc. President/Owner (2 Plants)

1991 - 1994 (4 years) St. Louis, MI Designed, engineered and built facility for class-A painting service to OEM's and automotive suppliers. Generated new business with John Deere, General Motors, Ford, Bombardier, Arctic Cat and numerous Tier 1 and 2 automotive suppliers. Established company as number one painting supplier for John Deere. Forged alliances with paint suppliers for access into new markets, developed new customers and niches. $40+M P&L responsibility. Dott Manufacturing Company, Inc. President

1988 - 1991 (4 years) Deckerville, MI National leader in plastic automotive ornamentation and various injection molded & decorated second surface acrylics and polycarbonate products. Managed 3 manufacturing facilities with over 500 employees. Full responsibility for re-creating the entire business infrastructure, introducing advanced technologies to improve productivity and profitability, redesigning Tier 1 and Tier 2 sales programs, realigning engineering and manufacturing operations, and supply chain. o Managed the sales team, developed an in-house team to manage nonautomotive business and representative agencies to support our automotive business. o Drove mgt. and eng. changes resulting in turnaround from losses to 23% pre-tax in six months. o Developed new mold design for Glass Encapsulation niche, reducing scrap to <1%. o Increased sales from $9.5 million to over $50 million and EBIT to over 22% within four years. $70+M P&L responsibility United Technologies Automotive, Inc. Plant Manager

1985 - 1988 (4 years) Various locations United Technologies Automotive, Inc., Michigan Plant Manager, Alma, MI - $40+M P&L responsibility. Alma Plastics, Inc. - Business purchased by United Technologies Automotive Plant Manager, Alma, MI - $40+M P&L responsibility. ITT Automotive, Inc., United Plastics Division - Assets sold to Alma Plastics Plant Manager, Brighton, MI - $25+M P&L responsibility. Engineering Manager - (2 Plants) Tooling Engineer Assistant Plant Manager Production Manager Tier One Supplier / Automotive Division of Fortune 100 Company. Managed the flagship plant in this multi-plant division. Processes included injection, compression, transfer, reaction injection, rotational molding and low-pressure structural foam molding, "Class A" painting, vacuum metalizing, mask painting, profile and sheet extrusions and many assembly processes. Successfully reversed major losses and achieved a breakeven within the first year. o With UTA ran the most profitable plant in the division, with the division's highest quality rating. Instituted 5S and other lean practices o Received the highest SQA rating, at the time, ever given by Ford Interior Trim Group. o Personally recognized, twice, as the "Best Manager" in the Division, by two different Fortune 100 companies. o With ITT ran the best operating plant with the lowest variances, highest efficiency and world-class record for improvements. Instituted 5S and other lean practices, including Self-directed work teams. o Recognized as the "Best" R.I.M./Class-A painting operation in the world. o Worked way up from the manufacturing floor, having had, at various times, responsibility for all tool, facility and process engineering, maintenance, quality control and program/project management