Manager Sales

PAUL DAVID SALEN

**** ********* ***** *****: 814-***-****

Erie, Pennsylvania 16506 Email: abnl4l@r.postjobfree.com

DIVISION PRESIDENT VICE PRESIDENT GENERAL MANAGER

Financial Performance . . . Operational Excellence . . . Change Management

A “hands-on” industrial sales, and operations, executive experienced in driving “top-line” and “bottom-line”

financial performance. A progressive career built on a technical education and a masters degree in business

(pending). A progressive, and extensive, industrial experience with expertise in commercial and industrial

products. Highly effective in developing strong working relationships built on credibility and trust with

customers, employees, business partners and senior management.

SELECTED CAREER HIGHLIGHTS

• Progressive and effective management of profit and loss ($15M to $350M) since 1992.

• International business experience involving operations, distribution and customer service.

• Initiated and managed hundreds of “Lean Manufacturing” initiatives resulting in improvements in

profitability, expense reduction, quality, safety and employee morale. Over $100M of financial benefit.

• Successfully led organizations through extraordinary circumstances involving a catastrophic fire, capacity

expansions, facility consolidations, financial turnarounds and labor contract negotiations.

• Achieved certification as a qualified supplier to Toyota Motor Manufacturing plants world-wide.

• Led 5 labor contract renewals involving the UAW, IBEW, and Machinists labor unions.

• Championed a team that brought to market a new line of equipment (28 machines) recognized as the most

technically and aesthetically advanced line of commercial strength equipment (Galileo®) in the industry.

• Successfully founded a company that brought to market patented industrial power transmission products.

CAREER PATH

TOTAL PRODUCTIVE MAINTENANCE INC (TPM), GIRARD, PA 1/04 – PRESENT

Founder/CEO – Designer, manufacturer and marketer of patented replacement drive components used in

Gypsum and Engineered Wood Products industries. Key customers include: Temple Inland, Georgia Pacific,

Weyerhaeuser, US Gypsum, National Gypsum and Boise Cascade.

Incorporated TPM in April 2007 to begin marketing and manufacturing a complete line of power transmission

components using proprietary Rapid Replacement Technology™. Sales: Start-up - $5.5M

Developed and trademarked Rapid Replacement Technology™.

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Built revenue from $0 to $5.5M/year.

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Designed a complete line of cost-effective/quick change power transmission parts for large industrial dryers.

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Planned and filed patents for the developed technologies.

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Built prototypes and conducted market testing.

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Developed cost effective tooling designed to reduce mass and improve durability and repeatability.

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Planned, procured and installed a light machining and distribution facility.

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Developed strategic marketing, website development, national advertising, and tradeshows.

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Structured financials including economic development, commercial credit lines, private and personal equity.

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Negotiated supplier and distributor agreements.

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Conducted product demonstrations to over 250 potential customers with over 60% placing orders.

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PAUL DAVID SALEN

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UBE AUTOMOTIVE, CINCINNATI, OH, SARNIA, ONTARIO AND UBE, JAPAN 9/02 – 1/04

President/CEO – Engaged in the design, manufacture and marketing of automotive aluminum passenger car and light

truck wheels. Key customers include: General Motors, Daimler-Chrysler, Ford, Toyota, Mitsubishi, and Mercedes-Benz.

Held primary accountability for the profitability and strategic direction of the North American Operations (Cincinnati, Ohio,

Sarnia, Ontario, and Ube, Japan). UBE facilities employed 700+ engaged in high volume/high pressure squeeze cast,

machining and painting of aluminum passenger car wheels. The US facility was represented by the United Auto Workers

with non-union organizations in Canada and Japan. Sales: $292M - $352M

• Hired under a renewable management agreement to evaluate financial and operating conditions of North American

operations. Made recommendation to parent company for restructuring to achieve financial turnaround.

• Initiated programs to immediately elevate the “on-time” delivery performance from 42% to 71% within 30 days.

“On-time” delivery performance reached and maintained 87% – 91% after 4 months.

• Initiated six-sigma methodologies to reduce critical to quality (CTQ) defects from 174,000 PPM to 37,000 PPM over

a 6-month period. These efforts brought closure to the severe financial penalties imposed by the customer.

• Instituted “Lean Manufacturing” initiatives at both facilities, resulting in 175 kaizen events over a 9-month period.

These events achieved $5.7M benefit in cost reduction, productivity, scrap expense, and $21M inventory reduction.

• Achieved certification as qualified supplier to Toyota Motor Manufacturing for all assembly plants world-wide.

• Led successful renegotiation of a UAW labor agreement though a difficult bargaining process.

ACCURIDE CORPORATION, ERIE, PA 9/99 –

8/02

Director of Operations – Aluminum Wheel Division – Accuride is the leader in design, manufacture and marketing of

heavy-duty, aluminum truck wheels. Key accounts include: Freightliner, Navistar, Volvo, and Sterling Motor.

Held responsibility for profit, loss, and the general direction, of a multi-plant (Erie, PA and Cleveland, OH) aluminum wheel

division. This division employed 325 (UAW and non union personnel). Sales: $156M - $287M

• Initiated the aluminum division “Lean Manufacturing” initiative, resulting in $5.5M productivity improvement.

• Launched an intensive “CI” strategy, delivering addition $7.5M/year of expense reductions.

• Organized and led the layout, equipment selection, installation, and startup of $27M, 12-month forging and machining

expansion. The expansion doubled the existing capacity.

• Directed a $10M development, and installation, of an aluminum wheel machining operation (to make it the only

facility with dual core competency in the industry). Machining costs/wheel dropped 22% when compared to

traditional machining operations.

• Reduced factory lead-time from 15 days to 7 days on average.

• Led divisional performance turnarounds in key operational metrics (inventory turns, delivery, quality PPM, and

safety).

• Spearheaded external “critical to customer” (CTC) and critical to quality (CTQ) improvements from 556 PPM (12/99)

to 8.7 PPM (2002).

• Reduced inventory levels $9.6M and improved on-time deliveries from 77% to 96.4%.

• Led consolidation of another operation (175 employees) into Accuride, eliminating service charges of $800K/year.

• Played a key role in domestic aluminum wheel market share gains from 21.5% (1999) to 48% (2002).

• Delivered EBITDA to “better than plan levels in 2001 (22%) and 2002 (52%) through July.

• Flexed the business down in response to a significant 2001 general industry downturn.

• Created a web-based expense tracking system that gave managers daily visibility of expenses/established budget

levels. This system had “flexing” capability.

• Reduced cost structure of the aluminum operation, allowing “breakeven” volume to be lowered by 17%.

PAUL DAVID SALEN

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CYBEX (TROTTER), SHARPSVILLE, PA 1/95 –

8/99

General Manager/Plant Manager, Strength Division – Cybex is a fitness industry leader engaged in manufacture of

premium, commercial grade, fitness equipment. Key customers include Bally’s, QSports, World Gym, 255 domestic and 77

international distributors.

As General Manager, spearheaded the profitability improvement for design, manufacture, and service of the corporation’s

strength division (180 non-union personnel). Sales $8.5M - $15M

• Restructured the manufacturing process from a “batch and push” to a “flow and pull” environment using

cellularization and a minor capital investment. Reduced inventories from 8.5 turns/year to 18 turns/year.

• Installed a kanban replenishment system. Reduced stock-outs by 78%; reduced set-up time by approximately 40%.

• Drove a labor productivity improvement of 35%, resulting in overtime reduction (from54% to 13%).

• Championed a team that brought to market a new line of equipment (28 machines) that was recognized as most

technically and aesthetically advanced line of commercial strength equipment (Galileo®) in the industry.

• Managed the improvement of division net sales from $8.5M (1995) to $15M (1997); improved gross margin 15% and

EBITDA 23%.

SPECIALTY CHEMICAL RESOURCES INCORPORATED, MACEDONIA, OHIO 12/91 – 11/94

Plant Manager (1992 – 1994) / Engineering Manager (1991 – 1992)

A high-speed, custom formulation and packager of consumer, commercial, and industrial chemical products. These

aerosol-based products were used in automotive, electronic, coating, janitorial and household applications.

Maintained responsibilities for profitable management of two manufacturing facilities employing 275 people

(IBEW/Machinist Union). Sales: $35M - $52M

• Reduced annualized labor, material and overhead by $3.5M; contributed an 11% improvement to gross margin.

• Increased throughput 13M units (26%) to record setting levels in two consecutive years.

• Increased productivity 360 units/employee (6.5%) through process automation, improved material management,

revised planning systems and improved work cell layouts.

• Reduced 1991 order fulfillment backlog from 6 months to 1 week over a 9-month period. This represented significant

cash inflow for 12-month period ending 1992, ensuring successful IPO in early 1993.

• Maintained operations and played a lead role in recovery of business after fire destroyed primary facility.

PRIOR EXPERIENCE (1984 – 1991)

WHITE CONSOLIDATED INDUSTRIES (MAJOR APPLIANCE GROUP – MAG) CONNERSVILLE, INDIANA 7/88 – 12/91

Manager of Manufacturing and Facility Engineering

• Managed a 12 person maintenance and engineering support staff with a $5.4M budget.

• Played a central role in the financial turnaround of the facility resulting in a product expansion.

• Led a $5.5M product (stackable laundry) transfer from a closed facility in Mansfield, OH to Connersville, IN.

UNION CARBIDE CORPORATION-BATTERY PRODUCTS DIVISION, ASHEBORO, NORTH CAROLINA 7/84 – 6/88

Maintenance Supervisor/Engineer

EDUCATION

BALDWIN WALLACE COLLEGE – BEREA, OHIO

IMBA, International Business, Pending

UNIVERSITY OF MICHIGAN, ANN ARBOR, MICHIGAN

Corporate Finance/Accounting, Executive Program (1989)

OHIO UNIVERSITY, ATHENS, OHIO

BS, Industrial Technology (1984)

References furnished upon request

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