BRAD LANDMANN

Drove business growth from $28M to $102M over four years by spearheading the transformation of the Customer Engineering methodology, leveraging innovative strategies and streamlined operations. Managed personnel across 3 different sites in Houston and Dallas, TX.
● Implemented an Engineering Services model in the Oil and Gas Service sector, shifting focus from "build-to-print" to value-added solutions, directly contributing to $5M in profits in a single year and positioning the company for sustained top-line growth.
● Spearheaded product diversification strategies, leveraging re-engineered operational processes and methodologies in composite manufacturing to achieve $2M in first-year sales.
● Collaborated with Sales to grow the Frac plug customer base of small and medium sized businesses by offering design services. Added 6 new companies to portfolio, driving additional $25M over 4 years.
● Drove customer-focused approach from engineering and operations by implementing regular customer meetings to review development and production activities. Improved design speed by 30% and reduced customer rejects to nearly 0 through regular review of issues.
● Developed capital expenditure budgets for key engineering and operational projects. 
● Led annual program cost reduction of operational expenditures by identifying lower cost materials. This included leading a cost reduction plan to reduce machining coolant with annual savings of $750k.
● Spearheaded operational efficiency by identifying and implementing improved manufacturing processes
● Drove engineering and operational effort to implement ISO9001 and AS9100 quality standards to allow company to grow into the aerospace industry.
● Developed the long term strategic engineering plan to achieve the needed diversification goals, 
● Provided the strategic leadership in creating and leading technology forums with customers and vendors which identified the areas of business to expand.

General Plastics and Composites, LP (Houston, TX) $60MM composites and compression molding manufacturer supporting the downhole Oil and Gas Market.  Large manufacturer of Frac Plugs, Cement Plugs and rubber components with over 350 employees on two shifts

Director, Engineering and Material Science | 2013 - Present

●        Drove business growth from $28M to $102M over four years by spearheading the transformation of the Customer Engineering methodology, leveraging innovative strategies and streamlined operations. Managed personnel across 3 different sites in Houston and Dallas, TX.

●        Implemented an Engineering Services model in the Oil and Gas Service sector, shifting focus from "build-to-print" to value-added solutions, directly contributing to $5M in profits in a single year and positioning the company for sustained top-line growth.

●        Led the implementation of common compression mold bases with exchangeable cavities to facilitate lower costs and higher throughput with lower tooling costs.

●        Implemented DOEs of molded parts to improve throughput and lower scrap.

●        Collaborated with Sales to grow the Frac plug customer base of small and medium sized businesses by offering design services. Added 6 new companies to portfolio, driving additional $25M over 4 years.

●        Drove customer-focused approach from engineering and operations by implementing regular customer meetings to review development and production activities. Improved design speed by 30% and reduced customer rejects to nearly 0 through regular review of issues.

●        Developed capital expenditure budgets for key engineering and operational projects. This included $2.5M dollar expenditure on 3D printing capability and $1.6M dollar expenditure on Test Well Facility addition.

●        Led annual program cost reduction of operational expenditures by identifying lower cost materials. This included leading a cost reduction plan to reduce machining coolant with annual savings of $750k.

●        Spearheaded operational efficiency by identifying and implementing improved manufacturing processes reducing operational time, reducing scrap, and improving throughput. Implemented new method of resin impregnation that reduced headcount from 6 to 2, reduced scrap from 5% to 2%, and reduced cost by 10%.

●        Drove engineering and operational effort to implement ISO9001 and AS9100 quality standards to allow company to grow into the aerospace industry.

●        Developed the long term strategic engineering plan to achieve the needed diversification goals, including adding and training new resources to take on engineering projects outside core businesses to support the strategic goals of reducing dependence on Oil and Gas. 

●        Provided the strategic leadership in creating and leading technology forums with customers and vendors which identified the areas of business to expand. 

 Beacon Products, Division of Hubbell Lighting (Sarasota, FL)  $25MM Outdoor decorative lighting engineering and manufacturing company.   Leader in LED lighting implementation in the outdoor decorative space.  Developed High performance energy savings lighting for parking lots and area lighting.  75 employees

Vice President of Operations | 2008 - 2013

●        Transformed operational methodologies by implementing lean manufacturing techniques, including one-piece flow and assembly line integration, driving labor efficiency improvements and operational excellence. Transition to single piece flow increased throughput by 300%.

●        Enabled business growth from $7M to $25M in three years by transitioning a manual, batch-process factory to a lean u-cell manufacturing model, reducing labor costs from 30% to 15%.

●        Reduced labor content from ~20% to 11% within three years, enhancing  profitability and streamlining operations.

●        Led the operational and financial transition from a privately held company to a division of a large corporation, ensuring seamless integration and sustained performance during the changeover.  Responsible for implementing SAP as ERP.

●        Developed and implemented production plans that improved time to delivery, communication to customer, and product packaging improvements that resulted in on-time delivery from 50% to 80%.

●        Improved operational turnover rate from 20% to 10% by improving work conditions, standardizing work, and implementing work instruction.

●        Developed multiple capital expenditures to improve throughput and safety, including single piece line implementation utilizing semiautomated pallet line, improved paint line with ventilated sandblast booth, and automated aluminum saw operations to replace chop saws.

●        Developed and implemented plans for OSHA mitigation, including improving all areas of operations and negotiation with OSHA to reduce findings and fines.

●        Improved profitability through better supply chain management practices, including global sourcing of components and working closely with global partners in China and Europe.

Hi-Stat Manufacturing, Division of Stoneridge (Sarasota, FL) $120MM company engineering and manufacturing Engine, transmission, temperature and ABS sensors for the automotive industry.  Large supplier to GM, Ford and Chrysler.  1500 employees across 3 shifts.  High volume manufacturing with automated robotic lines, U-Cell assembly and injection molding and overmolding

Business Unit Director, Automatic Speed Sensors | 2006 - 2008

●        Expanded the Automotive Speed Sensor Business Unit from $25M to $35M by integrating international low-cost manufacturing with U.S.-based high-volume automation, leveraging lean u-cell methodologies to optimize efficiency and profitability. Led operation of over 300 professionals with 15 direct reports.  

●        Responsible for implementing multiple Automated cells with robotics with 5 second cycle times.  Automated cells had between 15 and 25 stations for assembly and processing.  Implemented IBM processes in Mexico for manual attachment of cables, molding and testing.  Each one of these units had some form of automation integrated into them.

●        Held full profit and loss (P&L) responsibility while driving strategic growth through a detailed phase-gate development process.

●        Improved profit margin from 6% to 10% through automation in US operations and expanding manufacturing into global markets of Portugal and Mexico.

●        Established and led customer meetings to evaluate and improve product quality, scrap, and on-time delivery efforts.

 Director, Core Technology | 2004 - 2006

●        Directed research and development  initiatives for the division, strategically deploying resources to address high-profile product and manufacturing challenges.

●        Led customer meetings to demonstrate improvements, solicit feedback, and drive teamwork, facilitating future enhancements and increasing profitability through process improvements from a 40% loss to a 3% profit.

Engineering Manager - Sarasota Division | 1999 - 2004

●        Led the organization of 45 with 7 direct reports in the development of Speed, Temperature, Fluid Level, and Pressure Sensor product lines, ensuring innovation and alignment with market demands.

●        Managed all engineering disciplines, including Product, Manufacturing, Quality, and Industrial Engineering, while managing the Engineering Laboratory and CAD Design functions.

●        Improved operational efficiency from 75% to 85%, improved scrap from 5% to 3% through enhanced scrap evaluation and implementation of irreversible corrective actions, and improved uptime on automation from 75% to 84% through collaborative engineering evaluations of process and implementation of engineered solutions.

●        Reorganized engineering from business unit structure to centralized engineering structure to better support all product groups with a larger engineering group.

●        Organized and held customer meetings to align company direction with customer expectations, improving the ability to respond to customer questions and develop products faster.

●        Led Engineering development of Electromechanical sensor for transportation applications including variable reluctance, Hall Effect and Magneto resistive.

●        Led Manufacturing development of IBM (Individual Build Machines) for manufacturing assembly use in Mexico as well as high volume/high voltage, robotic cells for use in Florida.  Familiar with PLC programming and robotics.  Implemented Injection overmolding within single piece flow manufacturing cells.

●      Led the injection molding development, sourcing and improvement efforts for the division.  High accuracy automotive tolerancing and material selection.  Worked closely with customers to define materials, strengths and tolerancing.

Master of Science, Manufacturing Management| (MBA Equivalent) GM Institute of Technology, Flint, MI

Bachelor of Science, Mechanical Engineering | Purdue University, Lafayette, IN