Executive Resume
Phil L. Pearce
15816 Agate Creek Drive Monument, CO 80132
Phone: (719) 487-7501 Email:
Leadership Profile
Executive Leadership, Business Process Improvement, Strategic Planning, P&L Management, Turnaround,
Facilities Development, Leading-Edge Technology Application, Self-Directed Teams, Regulatory Compliance
Outstanding industry-recognized manufacturing/operations senior executive with a documented record of extraordinary results in integrating research and development, marketing and manufacturing/engineering functions to meet the needs of changing market trends. Proven ability to develop facilities and managing processes, slash product costs, eliminate negative manufacturing variances and generate profits in highly competitive startup, slowdown, turnaround, and high-growth environments. Well-versed in current MRP and ERP systems, including demand-flow technology, six-sigma manufacturing, just-in-time, and lean manufacturing. Outstanding ability to apply advanced financial metrics to profitably manage operating, manufacturing, and production functions. Advanced technical engineering expertise coupled with strong leadership, communications, team building and innovative management skills.
Recruited in August 1999 to turn around unprofitable operations with the result being rapid revenue and profit growth over the next few years, as illustrated below:
Professional Experience
BAFFIN Aviation, Inc.
Manteo, North Carolina and Monument, Colorado
Director
1998 to present
As a business hobby, bought and sold several high end aircraft from the Piston Engine Bonanza to the Turbine Engine King Air. Partnered with T.R.A.D. (Turbine Reasearch and Development) to certify a Federal Aviation STC to replace Pratt & Whitney PT6-21 Turbo-Prop Engines with newly developed PT6-35 engines on the King Air C90B. This modification enhanced airspeed and altitude performance by increasing shaft horse power by 36 percent.
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PCS Health Systems/AdvancePCS
Scottsdale, Arizona
Senior Vice President/Corporate Officer
Operations and Facilities
1999 to 2002
Provided operations leadership for several major pharmaceutical distribution centers. Carried full P&L responsibility, including purchasing activity for brand and generic drugs ($1.9 million annual drug spend). Led facilities and technology engineering teams, researched and selected automated production equipment, established processes and procedures to blend automation with the cognitive skills of licensed professionals, and ensured regulatory compliance. Increased throughput, enhanced service, lowered costs, improved quality approaching six sigma, and significantly improved employee morale (reducing turnover rate).
· Developed production processes blending appropriate technology to support delivery of prescription medications to more than 75 million covered lives.
· Expanded customer service capabilities through new service centers, enhanced training, an integrated database system, and the addition of a pharmacist resource center to answer client medical questions and offer advice.
· Drafted and lobbied for a bill to overcome Alabama Board of Pharmacy restrictions that prevented PCS from shipping prescriptions out of Alabama. The bill was passed by both houses of the Legislature as “Black Letter Law,” allowing shipment of products to all other states and U.S. territories without encumbrance.
· Transitioned the division’s contribution from a $2 million annual loss to a $22 million positive contribution in 24 months, with a significant increase in quality, service, and production volume. Within another 12 months, the division’s contribution reached $64 million. PCS achieved takeover target status in 2002 and was ultimately acquired by CareMark.
Churchill Lee Consulting
Las Vegas, Nevada
Director of Consulting Services
1996 to 1999
Developed strategic plans/turnaround initiatives for clients in operating processes and procedures, manufacturing and service businesses, healthcare, human resource processes, and facilities management. Provided expert guidance in standards, policy and procedures development, enhancing P&L performance, organizational development, engineering oversight, process workflow efficiency, and process reengineering in diverse environments.
· Reengineered mail service operations for PCS Health Systems during a time of process and equipment crisis. Retrofit the Fort Worth production facility, expanding overall square footage to accommodate production volume and new “state-of-the-art” automated production equipment. The conversion was successfully executed during peak production season with minimal impact to client services.
· Collaborated with the Shreveport sanitation department to streamline solid waste transportation. Designed strategically located waste substations so route trucks could transfer pick-ups to larger trucks for transport to the landfill, realizing substantial savings in fuel, time, and equipment wear and tear.
· Assisted an event staging company in Phoenix, AZ, with task coordination, materials discipline, and labor utilization. Developed checklists, comprehensive materials staging, labor standards, and supervisor training.
Merck Medco Managed Care
Tampa, Florida
Senior Vice President, Operations & Engineering
1989 to 1996
Other executive-level positions for this company included: operations VP for the Tampa facility, general manager for the Albany facility, and Northeast area VP for facilities in New York, Pennsylvania, Massachusetts, and New Jersey. Provided leadership for 12 pharmacy operations with full P&L responsibility for a $3 billion budget. Designed and built the “pharmacy of the future” in Nevada, employing proprietary state-of-the-art equipment; upgraded other facilities to improve efficiency, capacity and quality.
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· Spearheaded construction and start-up of a 65,000 sq. ft. prescription distribution facility with a production capacity of 65,000 prescriptions per week (the largest pharmacy in the world at the time). Planned and redesigned various aspects of layout during build and operational procedures; initiated quality, cost, service, inventory control, and production initiatives to exceed projections.
· Directed the company’s largest project: the design, development, construction, and testing of the first fully automated prescription drug distribution facility with Six Sigma quality capable of delivering more than 500,000 prescriptions per week to individual patient homes.
Kilgore Corporation
Toone, Tennessee
Vice President, Engineering
1988 to 1989
Headed up research/development, safety engineering, product testing, DOD projects, and U.S.-approved foreign customer products. Outlined production specs and formulated IR flare compounds to achieve specified spectrum functionality. Provided/supported a comprehensive line of Coast Guard-approved signal flares, sea die markers, and other commercial ship/pleasure craft safety products. Active participant in sale of Kilgore to ASTRA Corporation.
· Increased revenues 350 percent by introducing new product lines, automating manufacturing processes, and expanding overseas marketing.
· Won “second source” U.S. Government contract to manufacture 20 millimeter Phalanx ammunition for the Navy. Built manufacturing/inspection facilities, including a test tunnel to live-fire the ammunition. Replaced the depleted Uranium penetrator with a non-radioactive tungsten penetrator to eliminate lead shielding in storage magazines and mitigate the radiation hazard to ship’s personnel while enhancing performance.
· Led a two-man resolution team to Israel to resolve a significant ignition problem for the Israeli Air Force M-206 IR Flare. The Israeli decoy flares would consistently fail to light, exposing the pilot to danger of being shot down. Additionally, the unlit flares that fell to the ground posed a significant danger of igniting when picked up by Palestinian children who were sent to retrieve them. Redesigned the ignition mechanism and grain formulation to insure ignition with redundant fail-safe properties (our modification is still classified “Secret”).
General Electric
Salisbury, North Carolina
Operations Management
1986 to 1988
Provided leadership for a self-directed workforce in the manufacture of heavy-duty industrial lighting panelboards. Each panelboard was custom engineered for its specific application; production was handled by two shifts. Reengineered the facility to eliminate loading dock space and devote that space to manufacturing. Each shift’s product was loaded directly into a waiting truck.
· Slashed lead time on delivery from 30-45 days to 2-3 days. Specifications were electronically downloaded overnight from an on-site consulting electrical engineer and manufacture began immediately.
· Streamlined the Salisbury plant with a self-directed workforce trained in automation technology, “just-in-time” materials management, and Six Sigma processes. Rotated workers to a new job assignment every six weeks to cross-train, enhance employee skill sets, and ensure efficient operation.
· With a cohesive self-directed workforce, high-tech automation, and “just-in-time” materials delivery, 1200 people in six plants were replaced with 124 employees and five management personnel. Parts were reduced from 28,000 to 1200, product costs were slashed, delivery times reduced dramatically. The plant still operates at peak efficiency with a dedicated, efficient workforce with pride and ownership for their product, their company, and their team.
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Employment Prior to 1986
Served as Morton Thiokol Director of Operations for a Louisiana Army Ammunition Plant, providing oversight for manufacturing, maintenance, operations planning/control, forestry operations, and a full-time fire department. Served as principal engineer for a rocket motor research/manufacturing division and defined the facility’s transition from rocket motor research/development to high-volume manufacturing. Collaborated in developing efficient manufacturing processes for a sea-launched “skimmer” missile employing rocket ram jet technology.
· Completed development and operational prove-out of three metal parts manufacturing lines, delivering live munitions. Increased production dramatically and never missed a delivery deadline during my tenure.
· Recognized by the National Safety Council for logging over 4 million man hours in a heavy manufacturing environment without one lost-time injury.
· Designed a tactical ballistic missile development program for the Turkish government in less than six months; secured its manufacturing contracts.
Education
· M.S.S.M, University of Southern California, 1993.
· B.S., United States Air Force Academy, 1975.
Professional Development
· The Quality College and Quality Education System Instructor, Phillip Crosby Associates, Inc.
· QDI Quality Action Teams, ODI Facilitator Certification.
· Executive Finance Course, Owen Graduate School of Management, Vanderbilt University.
· American Production and Inventory Control Society (APICS).
Key Accomplishment Summary
Phil L. Pearce
Challenged Competition for Industrial Panelboard Dominance
Situation:
General Electric was losing market share to Square D and Emerson for the customized industrial lighting panelboard market. GE was still using a product design that was more than 30 years old. Each panel was custom designed, requiring weeks of engineering design time and maintaining thousands of parts in inventory/catalogue. Turnaround on delivery ranged from 30 to 45 days. Competitors produced a simpler product with limited customization and a greater number of standard models. They had larger plants, higher production volumes, more employees, and shorter delivery times. In concert with CEO Jack Welch’s desire to dominate the market, a complete reengineering was necessary to cut engineering design time, slash parts inventory, and meet the turnaround goal of one to three days.
Action Plan:
· Implemented a plan to complete manufacturing of the existing switch gear product and convert to industrial lighting panelboards. Completed backlog of current switch gear orders while reconfiguring the plant to manufacture the new, more efficient lighting panelboard
· Transitioned the plant from manual with human assemblers to a sophisticated automated assembly process utilizing more highly trained system operators. Installed automated equipment in sequence as switch gear equipment was removed; shipped the first lighting panelboard the same day the last switch gear was shipped.
· Automated systems require fewer workers and can run continuously without tiring. Initiated a round-the-clock operating/maintenance system that allowed operating staff to be cut by 65 percent.
· Implemented the ALPS (automated lighting panelboard system) that set higher standards for employees in areas of quality, individual initiative, involvement, flexibility, creativity, and autonomy. The “self-directed” environment enabled workers to take ownership for their jobs, their product, their plant, their customers, and their own lives.
· Integrated the shipping dock area into manufacturing floor space and loaded finished product directly into trucks leaving twice a day.
· Instituted a skill-based compensation system in which workers are paid for the number, kind, and depth of skills they develop. Initiated a program that transitioned every employee to a different position on rotation so that each would be able to perform virtually every task in the plant.
· Provided funds that allowed employees to secure outside education for technical and social skills.
Results:
With the implementation of a cohesive self-directed workforce, high-tech automation, and “just-in-time” materials delivery, reduced the workforce by nearly 90 percent. Reduced parts from 28,000 to 1,200, dramatically slashed production costs by more than 75 percent, and cut delivery times by four to six weeks. Just-in-time inventory processes saved 90 percent on inventory material handling and storage. Prices dropped significantly while profitability jumped by more than 35 percent based on single plant production. GE set the new industry standard for customer service with one- to three-day delivery of a customized product with six sigma quality, achieving the CEO’s vision for dominance in the market. The plant still operates at peak efficiency with a dedicated, efficient workforce with pride and ownership for their product, their company, and their team.
Key Accomplishment Summary
Phil L. Pearce
Transitioned a Toy Gun Manufacturer into an Internationally-Recognized Ammunition Supplier
Situation:
From its creation, a 60-year-old company had manufactured toy cap guns and U.S. Coast Guard-approved signal flares for ships and pleasure boats. It was desirous of breaking into the potentially lucrative field of defensive infrared (IR) flares for military use, but lacked the engineering resources to do this. Manufacturing processes needed to be engineered to penetrate both domestic and foreign markets for this new product line. Early attempts had proved devastating: processes were antiquated, the “pyrotechnic expert” was 69 years old and self educated, and there had been two fires in separate IR facilities with two fatalities and one serious injury. In addition, its Coast Guard-approved product lined was under extreme pressure from its primary competitor. A new program was needed to improve plant safety, broaden the product lines, and create a government market that was compatible with the company’s legacy products.
Action Plan:
· Developed processes and procedures to standardize compounds, reduce scrap/rework, and establish good manufacturing disciplines.
· Bolstered workplace safety by installing non-sparking safety equipment, effecting strict safety procedures to prevent industrial accidents, enforcing tool discipline/accountability, and implementing standard workplace cleanliness procedures to eliminate explosive residue.
· Reviewed OSHA quantity distance standards and ensured compliance for the more than 50 onsite production buildings containing explosive materials.
· Explored overseas sales opportunities for U.S. Government-approved defensive products and initiated an overseas marketing program and engineering interface with allied countries.
· Bid as a second source to manufacture the 20mm phalanx ammunition used by the U.S. Navy for point defense, implementing procedures to meet the regulatory requirements for bringing radioactive depleted uranium penetrators into Tennessee.