John G.

Sawrey
9700 W. 97th Street, Overland Park, KS 66212
913-708-4745
Email: js1011946@westpost.net

POSITIONS:
Global General Management / Sales Management Executive
CAREER SYNOPSIS:
"Roll-up-your-sleeves" leader who continually strives for improvement of busines
s processes and people performance to ensure a company meets its corporate goals
. Proven success in driving BUSINESS EFFICIENCY, REVENUE GROWTH and COST EFFECT
IVENESS within the Heavy Equipment and Transportation industries, bringing a uni
que blend of experience from the Customer, Sales, and Distribution perspective.
BUSINESS VALUE / ROI:
Proven ability to: (1) assess business processes, create efficient procedures an
d establish consistent standards throughout the organization to facilitate reven
ue growth, cost control, and increased profitability, (2) drive a highly respons
ive culture and lead development and execution of a strategic roadmap to achieve
breakthrough performance in quality, delivery, and growth, (3) build, motivate
and retain teams with a common sense of purpose and commitment to attaining mark
et leadership.
PIVOTAL SKILLS:
P&L Performance a Strategic Planning a Operations Management a KPI Management
New Product Development & Launch a Continuous Improvement a Customer / Vendor Re
lationships
ISO 9001 Certification a 5S a OSHA Regulations a Union Contract Negotiations a N
on-Union Management
Conflict / Problem Resolution a Executive Communications a Team Leadership & Dev
elopment
EXPERIENCE, KEY CONTRIBUTIONS AND PERFORMANCE MILESTONES:
CARGOTEC INDUSTRIES, Shanghai, China - 1997 to present
EUR $2.6B manufacturer of cargo-handling machinery for ships, ports, terminals a
nd local distribution with 9,500 personnel in over 120 countries. Headquartered
in Finland. Subsidiaries: Hiab, Kalmar and MacGregor.
Managing Director, Multi Assembly Unit - Shanghai, China (2007-present)
Director of Operations - Ottawa, KS (2001-2007)
Director of Sales (1997-2001)
Initially hired to develop dealer network for major customer Ottawa Truck across
the US, closely working with Area Managers and multiple departments to achieve
delivery commitment. Later promoted to Director of Operations, planning and dir
ecting all aspects of manufacturing to ensure key performance indexes such as ef
ficiency, yield and productivity were achieved. Additionally, spent two years w
ith one of the company's largest customers, APM Terminals on location at the Por
t of New Jersey, establishing leasing programs and specification for 150 tractor
s.
Ultimately assumed highly visible, multi-faceted leadership role in China overse
eing day-to-day operations (current role). Functional areas: Assembly, HR, Qua
lity, Production, Engineering, Finance, Planning, Logistics and Scheduling, Cust
omer Service and Support; dotted line for Engineering and Sourcing. P&L account
ability for USD$120M and USD $42M inventory. Responsible for 300 employees. Em
phasis on providing disciplined operational controls, procedures, and systems, a
nd directing initiatives to ensure financial strength and operating efficiency.
* Led Organizational Culture Change. Assessed overall operations of the company
, identified critical areas of opportunity, and prioritized effectively to maxim
ize the performance of the business. IMPACT: Implemented a continuous improve
ment plan, including 5S to increase productivity and performance.
* Built a Best Practices Operations Infrastructure. Streamlined assembly practi
ces by integrating processes for four different container handling products (inc
luding scheduling, planning and logistics functions) into one cohesive process f
or all products. IMPACT: Delivered 15% reduction in manpower, while increasing
employee productivity and realizing substantial cost reduction.
* Positioned the Business for Growth. Acted as a strategic asset to the busines
s, playing a key role in maximizing revenue and profitability. IMPACT: Grew pr
oducts from four to seven, including new Hiab brand and terminal tractor product
utilizing localized parts, which reduced logistics and material costs by 25% an
d expanded market share.
* Optimized Team Performance. Recruited seasoned managers, developing a solid t
eam of individuals and instilling a performance driven culture. IMPACT: Increa
sed morale and commitment throughout the Unit, demonstrating particular success
in acting as a coach and mentor to key leaders, enabling them to excel in their
responsibilities.
* Maximized Organizational Effectiveness. Established robust procedures and con
trols to ensure a consistent methodology in production. Implemented open commun
ications and key performance metrics to achieve a unified, common infrastructure
between Union and Non Union management. IMPACT: Increased production efficien
cy by 26.6% and reduced assembly line downtime by 42%, while minimizing employee
turnover and creating a work-together relationship with Union / Non Union workf
orces.
* Achieved Best-in-Class Customer Service. Established program to reduce produc
tion defects, improve quality, and facilitate better communications between sale
s, engineering and production. IMPACT: Enabled the company to respond to cust
omer requests in a proactive manner, while reducing warranty costs by 20% on eac
h targeted defect. Delivered 97% average on-time delivery to customers vs. 66%
the prior year. One year, achieved unprecedented 99% on time completion on 2500
units.
CUMMINS MID-AMERICA, Kansas City, MO - 1990 to 1997
Global leader in the design, manufacture, distribution and servicing of engines
and related technologies, including fuel systems, controls, air handling, filtra
tion, emission solutions and electrical power generation systems.
Vice President, Industrial Engine Business
Leadership position utilizing skills in general management, people management, b
usiness development and business transformation. Responsible for a team of Engi
neering and Sales professionals across six branches in Missouri and Kansas, and
relationship management / program management for nine OEMs. Managed all aspects
of forecasting, planning, product costing, service and warranty, and served as
key customer interface.
* Delivered Significant Growth. Assessed the overall operations of the business
, identified critical areas of opportunity, and prioritized effectively to optim
ize the performance of the business. IMPACT: Increased market penetration by
30%, while meeting/surpassing all operational metrics including profitability an
d customer satisfaction. Positioned Cummins as the #1 engine sold to all OEMs.
* Structured Benchmark Relationships. Built and maintained relationships with l
arge strategic customers, understanding their business needs, and identifying an
d monitoring competitive issues. IMPACT: Applied excellent organizational, lis
tening, presentation and negotiation skills, and the ability to articulate value
proposition effectively.
EARLIER CAREER:
Vice President, Fleet Services, North American Van Lines, Fort Wayne, IN (1984-1
990)
Director, Fleet Operations, Pepsi-Cola Bottling Group, Purchase, NY (1980-1984)
EDUCATION:
Bachelor of Science, Indiana University, Bloomington, IN
AFFILIATIONS:
Chairman, Maintenance Council ATA, Vehicle Energy Conservation Committee
TECHNICAL:
PC Software: Microsoft Office, Project, Lotus Notes, Outlook E-mail, MS Live Mee
tings
ERP Software: Baan, LN6