VP Operations General Manager in Detroit MI Resume Steven Bolin

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Steven J. Bolin...

BUILDING BUSINESS VALUE THROUGH PEOPLE, STRATEGY AND EXECUTION

[email protected] • 586.530.8498 • Livonia, Michigan • www.linkedin.com/in/stevebolin

Transformational Senior Executive/Business Leader who brings a “big picture” mindset to spur
turnarounds and growth of multimillion-dollar, public, private and PE-backed consumer products and
manufacturing companies. Quickly assesses issues, formulates solutions, identifies opportunities and
executes strategies that revitalize underperforming organizations, while affecting long-term change,
sustainability, profitability and competitive strength. Leverages resources to achieve operational
efficiencies across the chain, minimize risk, and deliver superior customer service, whether with partners
in the Far East or mass marketers within the US. With a relentless and contagious positivity, champions
people development and empowerment, unlocks team potential, and wins buy-in from stakeholders
across the board. Notable contributions include….


Improved gross margins 4+ basis points at TecArt Industries, reversing two years of consecutive losses. Instituted
reporting mechanisms; set targets and goals; clearly communicated levers necessary to improve profitability;
addressed sourcing and manufacturing challenges; and developed new technologies/product line.



Averted closure of Geneva’s Clock Division by overcoming loss of license from major watch company.
Galvanized team in a multipronged strategy that resulted in the introduction of new product line using an
alternative brand with a lower licensee fee. Prevented inroads by new licensee/competitor within the market,
and achieved a 2.5 basis point improvement in gross margins by end of first year.



Built Global Product Development organization for Geneva Watch Group, leading to greater speed to market
and launch of five new watch brands. Eliminated silos, duplications and inefficiencies by defining, mapping and
implementing structure that harmonized product development processes worldwide.



Reduced per piece shipping cost from Geneva’s Michigan distribution facility 31.5% in one year, by reducing
expenses 13% and increasing throughput 26%.



Drove revenues from $24M to $100M+ at Geneva Watch Group, at the time, a small, family-owned watch
manufacturer. Leveraged experience with Wal-Mart and formed strong sourcing relationships in China to take
advantage of white space and expand private label offerings with many retail partners across the US.



Launched Wal-Mart’s first direct import private label sunglass program, traveling to China to design and source
new product line. Doubled business in less than two years, while increasing gross margins 10+ basis points.

Executive Strengths for Key Business Impact









Strategic / Tactical Planning
Operations / General Management
Global Product Development / Marketing
Organizational Restructuring / Consolidation
Change / Performance Management
Productivity Improvements
Turnaround Management
Budgeting / Forecasting / P&L









Strategic Partnerships / M&A / Integrations
International Business Planning
Far East Sourcing
Logistics / Supply Chain Management
Quality Control / Quality Assurance
Relationship Building / Management
Cross-functional Team Development, Mentoring
and Leadership

A Career of Driving Sustainable Growth and Profitability through
Empowered, High Performance Teams
Geneva Watch Group, a Binda Group Company, New York, NY – A global watch and clock company offering both owned
and licensed brands, as well as private label products, with 1,800 employees across operations in Michigan, New York and the Far East.

SENIOR VICE PRESIDENT, CUSTOMER OPERATIONS

2013 – Present
Asked by CEO to return as member of senior leadership team to reorganize logistics, order processing and customer
service operations. Accountable for all touch points with customers and end-consumers, encompassing inbound
and outbound freight and logistics, inbound and outbound EDI processes, order fulfillment and management, light
manufacturing, warehousing and pick/pack operations, as well as after purchase consumer services.

Steven J. Bolin

Page 2



Tripled capacity and more than doubled productivity, as measured by cost per unit produced, by
reengineering processes in watch assembly unit.



Redeveloped and launched sales representative and customer-facing web portal to streamline and improve
efficiency of order entry, processing and tracking.



Reduced annual non-core repair services costs $500K through outsourcing and organizational streamlining.

TecArt Industries, Wixom, MI – Point-of-Purchase signage and branding materials company.
CHIEF EXECUTIVE OFFICER

2009 – 2013
Recruited by PE firm to turn around underperforming company and position for possible sale. Focused on
championing people development creating an environment of empowerment, which resulted in improved
decision making, sense of ownership and accountability.


Reversed declining margins and sales by revitalizing product line, implementing factory-direct Far East sourcing
program, rationalizing domestic supplier base, and modifying go-to-market sale strategies.



Streamlined and reorganized organization to bring more accountability to each process.



Strengthened business intelligence through an improved reporting process.



Successful in returning company to profitability.

Geneva Watch Group, New York, NY – $250M global watch and clock company. (1996 – 2009)
EXECUTIVE VICE PRESIDENT, PRODUCT DEVELOPMENT AND MARKETING SERVICES

2006 – 2009
Upon change in C-suite, chosen to create a global product development organization and manage marketing
services function. Relocated to New York, with oversight of 12 direct and 94 indirect reports in the US, Hong Kong
and China. One of six members of senior management team.


Created worldwide functioning product development organization through the integration of five separate
product development groups.



Reduced overall marketing expenses $1M+ and reduced directly controlled expenses over $350K+ (25%), in the
first year.

PRESIDENT, CLOCK DIVISION

2005 – 2006
Selected to turn around underperforming Clock division, which had experienced three years of double-digit
decline in sales and profitability.


Returned division to profitability in the first year – increasing gross margins 2.5 basis points and improving
contribution margins.



Restructured both the US and Far East operations.



Redesigned entire product line, rationalized product offering and implemented new sales strategy.

VICE PRESIDENT, OPERATIONS

2002 – 2005
Following sale to PE firm and acquisition of major competitor, undertook operations role, with oversight of
distribution centers in New York and Michigan. Oversaw 245-person distribution team.


Cut expenses $800K in part through implementation of JD Edwards WMS and facility reorganization.



Slashed average shipping lead time 50%.



Improved end-to-end process by integrating distribution group into other parts of the organization (IT, sales,
order management, planning).

VICE PRESIDENT, PRODUCT DEVELOPMENT

1996 – 2002
Joined family-owned watch manufacturer, with a focus on reinvigorating product offering. Maintained oversight of
Far East-based sourcing team, working closely with component vendors and production factories.


Grew business $76M over four years, including five-fold growth in K-Mart business.



Formulated and instituted retail sales analysis process and replenishment programs to improve customer service
and distribution.

Earlier career progression: Buyer, Payless Shoesource, Topeka, KS; Senior Buyer, Watches, Clocks and Sunglasses,
Wal-Mart Stores, Bentonville, AR; Buyer, Multiple Categories, Venture Stores, O’Fallon, MO.

Education
MBA, Marketing, Washington University, St. Louis, MO
BA, Economics, Business Management / Computer Science, Benedictine College, Atchison, KS

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