NORMAN BUGGELE

      9140 Kopping Lane            buggelen@aol.com

      Hickory Hills, IL 60547                    (630) 235-9222 

CAREER SUMMARY

Leadership Executive with proven strengths in transitioning, and growing organizations, both large and mid-sized companies for over 20 years. Skilled at utilizing metric driven performance measurements. Management career characterized by successfully building and leading corporations through complex start-ups, turnarounds, and high-growth cycles.  Accomplished at obtaining and developing management talent resulting in the building of effective market and customer focused teams that have achieved profitable results.  Vast experience in managing P&L for domestic and international business units including communicating activities to board of director level.

PROFESSIONAL EXPERIENCE

L & M TRADE BINDERY, Chicago, IL 2007-Present

A $3 million privately held company specializing in bindery services in northern Illinois. Company founded 35 years ago

President / Partner

Developed consortium financing and purchased company with partner from founder with a business plan of exploiting niche Perfect Binding Market.

• Expanded customer base by 25 % and grew volume with existing customers through the expansion of Binding into the niche of PUR
• Computerized “back office” functions, reducing staff by 50%
• Reduced cycle time through equipment upgrades and improved Quality through “Lean manufacturing” program saving $300,000.
• Enhanced Operations trough strategic hiring with focus on building strong Purchasing alliances for better pricing and reductions in inventory

AQUILA EQUTY MANAGEMENT, Sonotia, AZ 2006-2007

A $13 million privately held company consulting to Private Equity Management Funds and privately owned organizations

Senior Consultant / Partner

Provided Operational due diligence for Funds in the acquisition of businesses and consulting services for each business after closing to restructure / implement “Lean Processes” and increase ROI based on investing in R & D, manufacturing or Market presence.

• Typically increased ROI by 30%, Inventory reductions of 20% and Throughput increased by 25%, EBITA exceed pan by 35%

SWF COMPANIES, Elk Grove, IL 2003-2006

A $70 million Division of Dover Inc, focused on the Packaging Machinery Market for both Primary and Secondary Packaging Equipment

Interim President / Vice President of Operations / Business Unit Manager Cartoning

Reported to the President of the parent company Dover. Responsible for the fabrication of all components for the company’s three facilities.  In addition full responsibility for all business and operation activities of the Cartoning business unit.

• Consolidated multiple fabrication facilities into a single location with expanded capabilities saving $.7 million annually.
• Developed Metrics to measure performance across the organization → reducing lead time and improving quality by 30%
• Converted multiple MRP systems to a single system for all locations with “demand” based scheduling.
• Established Logistics group: consolidated purchasing for two locations and developed vendor partnerships saving $.3 million/yr.
• Established criteria and approach for divestiture, due to Corporate focus redirection

TRITECH INDUSTRIES, Elk Grove, IL 2000-2003

A privately held $8.5 million global custom Automation Equipment and Precision Component company specializing in the Food Processing, Medical Device, and Electronics markets

Chief Operating Officer, 2001

Reported to the President and Board of Directors. Responsibilities now include that of Business Development, Sales Management, Acquisition Management and the Operational function.

• Identified a strategic acquisition, developed a plan of attack as well as an integration plan that led the team to a successful purchase of a business unit of a $300 million company. Resulting in a 50% increase of capacity and 20%ROI
• Responsible for redesigning the Sales organization for a two-tiered channel approach that includes direct sales and Manufacturers Representatives. Developed a new incentive program for sales personnel that reward results. Developed and implemented a program to retool the sales collateral that resulted in a 35% increase in RFQs, $600,000 in additional core market sales, and a broader market presence.
• Expanded the company offerings to include a new market, Industrial Food / Industrial Bakery. This was done by the introduction of a High speed Ultra Sonic cutting system. This system was designed and manufactured internally to the company. The results have added volume to the operation and increased the revenues by $3 Million in the first 18 months of sales effort.

Vice President – Operations, 2000

Report to the President of the company. Responsible for the company COGS targets, Strategic Planning, Quality Programs including ISO 9001, Operations, Engineering, Cost Estimating, Project Management, and the after market support activities for all products.

• Developed the plan and implemented the ISO program that was completed in less than eight months.
• Re-designed the organization to cut overhead costs by 20% and improved customer response time through defining a new customer Project Management approach to all orders.
• Increased revenue from each order through rigorously adhering to the agreed order content and developing an “addition to scope” quote / up charge approach to change control. This on average has yielded a 20% increase to the projects revenue.
• Developed a certified outsource quality program and established a narrowed down vendor / partner supplier base. This has given us additional leverage with our vendors to control costs. Resulting in a 15% average cost reduction “buy over buy”

SASIB FOOD AND BEVERAGE MACHINERY, Bensenville, IL 1995-2000

A division of a $770 million global Food and Beverage machinery company headquartered in Parma, Italy.

Vice President – Operations, 1998 - 2000

Reported to the President Processing and Packaging unit.  Responsible for the P&L results for the business unit. 150 Operations employees reported to the position.  Also responsible for new machine sales and after market support for all products.

• Developed and implemented an organized structure to drive integration of operational functions across both domestic and international business units that resulted in fixed cost savings of $450,000.
• Expanded production space by 100% through an aggressive four-month construction plan at projected cost targets.
• Lead acquisition team to purchase 2 companies  to expand market presents in focused growth segments
• Established a Formal team to access “Risks” and “Gate Keep” all quotation requests that maintained standardization in product offering and maximized margin opportunity.
• Redefined blue-collar job descriptions within Union environment that increased company flexibility in work assignments capping existing costs

Vice President – Packaging, 1997-1998

• Developed and implemented a Focused market after market approach to sales and in doing so directed the Design / Development of new products that supported this vision.
• Divested product lines to support the focused market strategy raising $11.0 million in cash
• Improved bottom line by 28% and improved support to customer base, through a proactive “after market” strategy.

General Manager, Skokie Products, 1996-1997

Reported to the President.  Provided product resource rationalization for manufacturing locations, Product line profitability, Engineering, Sales and Marketing direction, and regular updates to Parent Company.

Engineering Manager, 1995

Reported to the Vice President.  Responsible for the new product development, production engineering, and new technology integration in the established products.

ROCKWELL – GRAPHIC SYSTEMS, Westmont, IL 1985 – 1995

A $1 billion Global-operating company of Rockwell International focused on high-speed web feed printing equipment.

Manager, Technical Systems, 1993-1995

Reported to the Director of Technical Support.  Managed a Team of 25 Engineers, System Analysts, Programmers and support people.

• Brought about the Redesign of Engineering/Manufacturing Process including the introduction of 3D Cad and Seamless Cam Programming chat resulted in a 15% reduction in total Process time for each Newspaper Press order.

Supervisor, Production Engineering, 1985-1993

Directed a team of up to 20 Engineers.  Responsible for the configuring of various press models to detailed customer specification.

EDUCATION  Bachelor of Science, Mechanical Engineering, University of Illinois, Chicago, IL

PATENTS     “Yieldable Gripper Unit” U.S. Patent # 4,570,785

PROFESSIONAL MEMBERSHIPS National Management Association 

                                    Food Machinery Association