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RICK HUNDLEY

571-275-5500

rickhundley123@yahoo.com

www.linkedin.com/in/rick-hundley

P&L, ADVANCED MANUFACTURING / ENGINEERING / SUPPLY CHAIN / STRATEGIC/TACTICAL


LEADING LEAN/CI TRANSFORMATION / MULTIPLE SUCCESSFUL ACQUISITIONS/SEAMLESS
INTEGRATIONS / FINANCE / DISTRIBUTION / REVENUE/EBITDA GROWTH
Business Development Growth / Acquisitions / Alliances /AS 9000 / ISO9001 / NADCAP / Finance
Quality / ERP/Lean / CI / 6 Sigma /Supply Chain Transformation - Fortune 100; Mid-market, P/E
Aerospace / Automotive / Industrial / Marine - Electromechanical / Electronics / Supply Chain
Senior C-level P&L Management - High Energy, Hands-on Entrepreneurial Executive P&L, High Precision
metals, composites, fiberglass, resin-infusion, electromechanical, electronics, systems, components, structures
manufacturing, assembly and distribution. A growth & business strategist with successful career accomplishments
developing strategies and generating year over year double-digit revenue/profit growth and creating competitive
advantage for Fortune 200 and mid-market corporations. Highly successful performance in: Full P&L Management,
Lean/CI/6 Sigma culture change, operations, distribution, financial management, engineering/product development,
R&D management, and sales/marketing. Multi-site precision and light manufacturing: product development,
production lines, custom components, structures, aftermarket products & services: Industrial, Aerospace,
Automotive, Capital Equipment, Consumer Products; High, Medium and Low Volume, High Mix;
Systems/Equipment Manufacturing Operations; Complex Distribution. Extensive experience Building Best
Practices, Lean, Continuous Improvement, Six Sigma, ERP Implementation, Revenue/EBITDA Growth. Led
2 successful P/E exits.
Successfully led change multiple business turnarounds, acquisitions, seamless integrations, and divestitures;
achieved growth & exit strategies. Managed: Business Units of Public Corporations and Stand-alone Mid-Cap P/E
and Private Owned Corporations. Making Good Companies Better Leading Companies to New Levels of
Revenue/EBITDA Performance Results Driven, Strong Business Acumen and Business Judgement:

Building world class teams and processes to drive annual double digit top/bottom line growth
Defining and implementing creative, winning strategies to generate growth and profitability
Transforming under-performing operations into high performance; growing Revenues/EBITDA
Identifying and cultivating new markets and business opportunities
Implementing/Managing Six Sigma/Lean/CI - improving cost, schedule, productivity & quality

Proven ability to think creatively, communicate effectively, build consensus and forge trusting relationships. Strong
leader, decision maker, bias for action, creating sense of urgency in others. Innovative, high energy and driven
leader turning ideas into actions. MBA Finance/Accounting; BS Management/Industrial Engineering.
Certificates: Lean/Continuous Improvement/6Sigma/PPAP/8Ds/Root Cause Implementation & Management.

SELECTED ACCOMPLISHMENTS
Spearheaded $15B+ global business growth for Lockheed Martin Division: $800M in built/unsold product in
inventory and production line and was transitioning to more expensive product line. Upgraded sales/marketing
team; increased accountability. Developed/led 32 country demonstration to grow new product line's global sales.
Assumed leadership SAFRAN USA (NA) Corporation, achieving five-fold revenue growth from $300M to
$1.6B. Established growth strategy, precision metals manufacturing & aftermarket processes and cost
management. Successfully completed four acquisitions/operational integrations. Annual EBITDA growth 20%+.
Led financial and business turnaround, generating 20%+ annual EBITDA growth. A&T Systems loss at 10%+
financial loss annually. Replaced underperforming managers. Implemented new CI processes: sales, program
mgmt. financial controls, cost reductions, contracts management, Balanced Scorecard/Top Grading accountability.
Achieved ISO/AS/NADCAP/OEM supplier certifications. Implemented advanced manufacturing & quality
management processes. Implemented Lean/CI/Six Sigma/SPC Manufacturing Processes and ERP systems at
multiple precision manufacturing plants. Increased revenues 18%+ and EBITDA 23%+ at AGC Aerospace.
Turned around underperforming company, yielding 20% annual revenue and profit growth. General
Dynamics subsidiary had net profit of 2%. Won and led implementation of $1.5B products/logistics program.
Reduced overhead. Implemented cost management and TQM. Renegotiated contract requirements/expectations.

RICK HUNDLEY

CAREER HISTORY

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Played key role - $150M manufacturing acquisition. Retained by private equity investment firm on due diligence
team for acquisition of two advanced technology manufacturing companies. Provided technology, financial
regarding technologies, manufacturing operations, and financials; successful acquisition completion & integration
road map.
Delivered annual double digit revenue and profit growth for A&P Hydraulics. Founder experienced a major
disabling medical event. Interim Full P&L responsibility (small-cap). Implemented new comprehensive financial,
business, manufacturing, Lean/CI processes; instrumentation/testing processes. Grew revenues 24%+ and
EBITDA 38%+.
Revamped and enhanced corporate culture, driving 25%+ growth, accelerating acquisition. Planned exit in
four years required increasing M7 stakeholder value. Implemented revised mission/vision, manufacturing processes
and lean/continuous improvement training and cost optimization. Enabled successful exit in one year.
I provide management consulting, P&L business leadership to industrial manufacturing and services corporations,
and private equity groups. Consultant XPO Logistics Supply Chain. President A&P Hydraulics Global
Custom design, manufacturing, electromechanical integration, products & engineered capital equipment
manufacturing: automotive, aerospace, marine, heavy equipment/construction & industrial sectors. Full P&L
responsibility. Strategic/operational planning and analysis, financial management/analysis/valuations, technology
analysis, supply chain management, contracts analysis/negotiations, Lean/CI/6 Sigma implementation. Revenues
+24% and EBITDA +38%.

Implemented: financial system, inventory management, contracts management, lean/continuous improvement


advanced manufacturing processes, engineering processes, and advanced quality management processes,
advanced supply chain management, procurement.

Implemented effective sales & marketing processes, including e-commerce; global sales and distribution of
products and industrial services, pricing and proposals, team building, performance management.

President, USA, AGC Aerospace & Defense 2011-2013. World leader in technology innovation: designing,
development, Precision CNC manufacturing, and assembly: electromechanical, metals, alloys, composites
parts/structures in commercial and military aerospace and automotive industries; global supply chain & distribution.
Full P&L ($120M+) for three precision CNC Tier 1 manufacturing companies; Average annual growth - Revenues
+18%; EBITDA +23%. Conducted multiple (M&A) acquisitions analysis/due diligence evaluations. Implemented
Lean/CI, ERP systems.

Lean/continuous improvement, Six Sigma, KPI metrics, statistical process controls, single piece flow, advanced
quality management systems, and met customer expectations for cost, schedule, and quality expectations.

Metrics based KPIs. Manufacturing Processes, Quality and ERP Management Systems; achieved ISO, AS,
NADCAP & multiple industrial certifications in multiple plants. Single piece flow/ mixed model operations.

Chief Operating Officer, A&T Systems, Inc., 2009-2011. Privately held, multi-site, mid-market IT technology
services, telecommunications, capital equipment, instrumentation. Recruited to successfully restructure company
suffering its first loss in 20 years. Full P&L; Initiatives resulted in a swing of net income of over 35%; after five
months generated 12% EBIT and grew revenues by 20% through process re-engineering, cost reductions, and
programs/contracts management initiatives. Reduced G&A costs 10%+. Managed $70M budget.

Average growth - Revenues +20%; EBITDA +22%. Year 1 turned company around from an over 10% loss to
recovering to a +22% EBITDA performance.

President and CEO, M7 Aerospace, LLP, 2008-2009. Responsibility for full P&L and strategic leadership for
$170M+ aerospace/aviation/defense/automotive precision highly engineered metals products CNC outsourced
precision manufacturing, and worldwide MRO services and parts distribution. Company sold to Elbit Systems, N.A.

Successfully implemented strategy for aggressive revenue and profit growth initiatives; increased Revenues by
25%+ and EBIT by 12%.

Strengthened corporation and executive team implementing balanced scorecard/Lean, ISO 9001, FAA
certifications; successfully implemented Lean/Continuous Improvement Program.

RICK HUNDLEY

CAREER HISTORY

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President, SAFRAN USA, 2001-2007. European high-tech OEM highly engineered metals/composites, electronics
CNC precision manufacturer of commercial & military aerospace, automotive & industrial components, structures,
instrumentation, systems. P&L responsibility multiple sites throughout US, Canada, Mexico, Portugal. Grew division
from $300M to $1.6B+; 5,000+ employees; annual growth in EBITDA exceeding 20%+. Completed multiple
successful acquisitions & integration of additional companies corporate post-merger. IPO experience.

Negotiated successful industrial partnerships and alliances with GE, United Technologies, Fiat, Boeing, Airbus,
Airbus Helicopter, Raytheon, BAE Systems, Arianespace, DOD, NASA, and others.

VP Business Development, Global Sales and Marketing, Lockheed Martin, 1995-2000. A Fortune 100 Aerospace
and Technology contractor with annual revenues of $46B. Led global sales & marketing organization for $3B+
division. Also, managed communications, industry/government/media relations for high tech/high value capital
equipment OEM, electronics and avionics upgrades, aftermarket products (global distribution), logistics, and
engineering design and aftermarket products and engineering support services; $100M+ budget.

Designed and led the creation of an aftermarket parts and engineering services subsidiary company, with
worldwide distribution network; direct and dealer sales.

GM, General Dynamics Products &Services Co., 1985-1995. Full P&L for a global $300M subsidiary co.
Revenues and EDITDA growth exceeded 20% annually. Prior progressive assignments: Global P&L multi-site,
engineered products precision heavy industrial manufacturing, programs management, and sales & marketing
leadership assignments.