CLIFFORD M.

WOOD
cw921f32@westpost.net
4254 Bridgewater Pkwy, Apt 102 Cell: 248.345.2225
Stow, OH 44224
CAREER SUMMARY
A strong leader in executive management with demonstrated P&L success and a prov
en track record in Sales, Business Development, Plant Management, Global Supply
Chain Management, and Logistics, in automotive, aerospace, oil field service, an
d transportation industries. Gained reputation as an effective leader able to q
uickly develop trust, establish productive relationships, and build cohesive tea
ms across a diverse range of business disciplines and industries. Professional
experience and strengths include:
* Sales & Business Development- Nine (9) years of business development and sales
experience including: successfully growing and managing global, automotive OEM,
Tier 1, and Aftermarket Sales accounts; and, employing consultative sales appro
ach to sell the following sampling of solutions and technologies: Seat & steeri
ng control modules, GPS chips set & modules, telematics (OnStar, RFID tags, & a
sset\ vehicle tracking & locations solutions), driver assist solutions (lane dep
arture warning, side object detection, etc.), BT hands-free car kit, angular rat
e & high pressure sensors, and navigation solutions.
* Plant Management- 10 years of plant management and manufacturing experience pr
oducing close tolerance metal components and sub-assemblies. Experience also in
cludes: P&L management, tight budgetary control with emphasis on driving process
& product cost reductions; successful build and launch of "green field" manufac
turing facility, turnaround of a unionized automotive components plant, multi-pl
ant responsibility (union & non-union shops), hands-on training and implementat
ion of Lean principles (5S, high-level value-stream mapping, sales & operations
planning, and policy deployment); and other state-of-the-art management techniqu
es such as Employee Empowerment, Gain Sharing, and Six Sigma.
* Global Supply Chain Management- 10+ years of developing strong cohesive Supply
Chain teams, enhancing the professional character of the function, employing cr
eative means to drive and exceed cost down targets, and leading and directing th
e negotiation and purchase of a broad range of goods and services including the
following sampling: electronics, electronic switches, steel, aluminum ingot & ba
r, steel bar & tubing, capital equipment, engineering services, transportations
services, and a myriad of MRO items.
* Logistics- Five (5) years experience including: two years leading and directi
ng the entire logistical process of a division of a Fortune 500 company and thre
e years owning and operating a trucking & logistics company (33 employees, 25 tr
ucks) that provided logistical services to automotive OEM's, Tier 1/Tier 2 autom
otive suppliers and other industrial customers.
* Information Technology- Two (2) years leading an IT department (15 employees)
in the implementation of a new enterprise resource planning (ERP) system and mai
ntenance of the IT infrastructure for a division of a Fortune 500 company.
CAREER HISTORY
NATIONAL MACHINE COMPANY, Stow, OH 2007-2009
Family- owned, aerospace company providing pneumatic and hydraulic actuation sys
tems, landing gear components, and wheels to tier-1 Aerospace and Defense custom
ers.
General Manager, Industrial Products Division 2009
Responsible for P&L management and for providing over-all leadership and directi
on for a manufacturing plant, machining components for the automotive aftermarke
t and professional hand-tool markets.
* In first 120 days, right-sized the business to maintain profitability in the f
ace of 40% reduction in sales revenue, accelerated deployment of Lean principles
to achieve improved on-time delivery from 73% to 94%, and improved inventory tu
rns by 20%.
* In first 120 days, collaborated with customer to expand and fill gaps in socke
t, product line offering, participated in customer's national Tool Expo, and par
ticipated in "Voice of the Customer" Kaizen event.
Corporate Director, Supply Chain Management 2007-2009
Brought in to create, develop, and execute a global supply chain management stra
tegy, focused on driving cost reductions, reducing inventories, strengthening in
ventory management controls, supplier development, and developing and enhancing
the skill set and professional character of the supply chain management team.
* In first 13 months, authored and executed global supply chain management strat
egy that restructured and re-aligned supply chain organization along value strea
ms, achieved significant cost reductions, increased inventory turns by 40%, ex
panded global supply chain presence (Vietnam & Mexico), and developed and admini
stered comprehensive training plan for all team members, including directors.
* Initiated and fostered Lean journey/ culture through adoption of Lean practice
s such as high-level value stream mapping, sales & operation planning, Kaizen or
process improvement teams, and policy deployment.
LINAMAR, INC., Guelph, Ontario 2006-2007
$2B automotive and industrial supplier of machined components and sub-assemblies
.
General Manager, Eagle Manufacturing (JV between Linamar & Navistar Internationa
l)
Brought in to turn business around. Supplied machined engine & transmission com
ponents to Ford, Toyota, DCX, and Navistar International Truck & Engine.
Responsible for P&L management and to provide leadership and direction for a div
ision with $80M+ in sales revenue, 240 non-union employees, and a facility with
300Kft under roof.
* In first 6 months, developed and executed strategic plan to return business to
profitability through adoption and implementation of Lean principles and tight
budgetary control.
* In first 6 months, won new Toyota component machining business.
* Led efforts that quickly and successfully repaired damaged relationships with
key customers, resulting in significant increase in quoting opportunities and am
icable negotiations and collection of $2.1M related to old outstanding A/R issue
s.
* Won corporate award for division with "most improved employee satisfaction".
NATRON, INC., Reedcity, MI 2006
Automotive supplier of advanced electronics.
Consultant
Responsible for developing and executing strategy to sell Nartron's automotive e
lectronics portfolio to Ford and GM.

MOTOROLA, INC., Schaumburg, IL 2000-2005

Global communication and electronics supplier with $31 billion sales.
Director, Sales, Automotive Group 2003-2005
Responsible for marketing and selling Motorola's total automotive portfolio to G
M, North American enterprise, and aftermarket customers.
* Developed and executed plan to sell & market Blue Tooth car kit through GM's a
ftermarket channel, with expected lifetime sales $150-200 million.
* Developed Europe and China market growth strategy for OnStar solution.
* Negotiated reseller's agreement with strategic channel partners, resulting in
the addition of new products to portfolio. Also, responsible for managing these
distribution partners.
* Supported and participated in numerous marketing efforts including trade shows
, ad reviews, and talks with journalists.
Senior Business Development Manager, Automotive Group 2000- 2003
Brought in to drive & support new business growth strategy with global Tier 1 cu
stomers TRW, Eaton, Visteon, Honeywell, and Magna Donnelly Electronics.
* In first 2 years, grew accounts from $0 to $340 million (life time sales) by
authoring and negotiating an unsolicited business proposal that led to a five-ye
ar, automotive electronics agreement.
* Developed strong, effective relationships with customers' senior leaders that
led to greater clarity around 'needs' versus 'wants'.
* Organized and hosted numerous customer- focused technology workshops, leading
to the development of an array of strategic projects.

JET LINE TRANSIT, INC., Cleveland, OH 1997-2000

Regional trucking & logistics company, providing expedited, full truck load, and
logistic services to automotive OEM's, Tier1 & Tier 2 automotive suppliers, and
other industrial companies. Business employed 33 employees with sales of $2M.
President & CEO
Sole owner responsible for capitalization and purchase of company. Operational
responsibilities include: P&L management, business growth strategy & execution,
sales & marketing, human resource management, capital equipment purchases, and p
ayroll.
* Grew sales by 30%, in first six months, by effectively negotiating long-term a
greements with Ford Motor Company and U.S. Postal Service.
* Implemented new enterprise business system to integrate operations and account
ing, leading to significant productivity gains.
* Closed company and liquidated assets to partially retire bank debt.
TRW INC., Cleveland, OH 1977-1997
Fortune 500, global supplier of advanced space, defense, aerospace, and automoti
ve systems and oil field services with $7 billion sales.
Director, Purchasing, Engine Components Division 1994-1997
Provided leadership and direction for 15 Purchasing professionals in five manufa
cturing facilities. Also, redefined and implemented global sourcing strategies
for all commodities, services, and capital equipment. Instituted cross- traini
ng & professional development, and led corporate-level commodity teams, engaged
in bundling commodities across the company.
* Reduced supply base by 30% in first 13- months, negotiated $4.2 million in cos
t reductions, and thwarted all but one price increase.
* Led corporate team that successfully negotiated first ever, multi-facility, el
ectricity agreement, totaling $9M savings or 45% price reduction.
Director, Advanced Mfg. Systems, ECD 1992-1994
Continued to lead Piston plant and exceed profit targets, while taking on added
responsibilities of relocating automotive components business and leading IT Dep
artment.
* Led team that successfully relocated automotive components business to "green
field" site. Producing high volume, close tolerance stampings and assembled en
gine components, this new plant generated $4M in sales, employed 30, and had 30K
ft under roof. Plant was fully operational ahead of schedule and under budget a
nd deployed state-of-the-art management techniques such as Lean Production, Kaiz
en, and Employee Involvement.
* Negotiated with State and City government entities to gain tax abatement and t
raining dollars, resulting in $1.1M savings.
* Led IT Team of 15 employees in the implementation of a division-wide enterpris
e resource planning (ERP) system.
Plant Manager, Engine Components Division 1990-1992
P&L responsibility for a high volume, automotive components manufacturing plant,
producing cast aluminum bar, near-net shaped forged pistons, and close toleranc
e, fully machined finished pistons. The Clarkwood Piston Plant (union shop) had
sales of $20M, 250K ft under roof, and 125 hourly and salaried employees. My dir
ect reports included Manufacturing, P&IC, Finance, Engineering\Sales\R&D, and HR
* Within first 90 days on the job, reduced workforce, initiated job code consoli
dation, re-engineered material flow, negotiated new aluminum contracts, and drov
e process cost reductions, resulting in annual cost savings of approx. $3.5M and
business turn around.
* Implemented Lean mfg techniques and inspired reduction of 'concept to prototyp
e' lead time by 50 percent, resulting in major business award from key customer
with urgent 'time to market' demand. This business award/win also helped facili
tate business turn around.
Purchasing Manager, Engine Components Div. 1989-1990
Brought in as a change agent to lead and direct the activities of a centralized
division purchasing organization with $60 million spend and team of five (5).
Manager, Procurement & Distribution, Reda Pump Div. 1987-1989
Provided leadership and direction for 8 Purchasing professional and 40 superviso
ry and hourly employees in the Traffic, Warehouse, and Shipping & Receiving func
tions.
Manager, Productivity Projects, Reda Pump Div. 1985-1987
Hired as Lean mfg expert to implement Lean principles across division producing
submersible oil pumps for global oil service market. Division had sales of $220
M, three major manufacturing plants and five branch plants. Implementation and
results included:
* Led cross-functional management team that developed implementation strategy fo
r division's largest factory: 500 union employees and 250K ft under roof.
* Implementation results included 30% reduction in set up time, 40% reduction in
WIP, and significant improvement in product quality.
Manager, New Prod. Dev., Oilwell Cable Div. 1983-1985
Area Manager, Oilwell Cable Div. 1979-1983
Entry level production operator, Oilwell Cable Div. 1977-1979
EDUCATION
BA, Political Science, University of Kansas, Lawrence, KS 1975
Executive MBA, Cleveland State University, Cleveland, OH 1993
LANGUAGE SKILLS
French: Conversational