PHILIP CHARATZ

148 Diamond Spring Drive

Monroe Twp., NJ 08831
732-439-5493
pc610848@westpost.net
DIVISION PRESIDENT / COO / GENERAL MANAGER
Growth Strategies / High Tech Manufacturing / Turnarounds / P&L / Startup / Alte
rnative Energy / M&A Cost Reduction / QA / International / Sales & Marketing / C
RM / Regulatory Compliance / Teamwork
Leader and business strategist with a proven track record in operations, startup
s, turnarounds, mergers & acquisitions and delivering profitable growth in high
tech/alternative energy manufacturing. Have developed game-changing strategies t
o reorganize operations, drive revenues and create competitive advantage.
Strengths include:
* Developing and executing strategic business plans
* Reorganizing for better operating performance
* Strengthening financial reporting and cost controls
* Building new product development pipelines for organic growth
* Leading M&A to find synergy, diversification and increased
revenues
Calm under pressure, with excellent cross-cultural communications skills. Have a
disciplined approach to execution of business plans. Focus teams with firm obje
ctives, key metrics and rewards for excellence.
I received an MBA (with Honors) from Monmouth University and a BS in Industrial
Engineering from Fairleigh Dickinson University.
SELECTED ACCOMPLISHMENTS
Acquired Chinese lithium ion battery technology for startup. Venture capital-bac
ked International Battery, Inc. (IBI) was under tight timetable to begin US-base
d manufacturing. Worked with Chinese equipment and process engineers, selected p
lant site, transferred $5.5M technology and hired team. Beat startup deadline by
five months.
Generated $13M of high-margin aftermarket sales. Fuji Electric Japan (FECJ) had
planned to sell only into the American OEM photoconductor market. Identified a s
ignificant aftermarket opportunity and convinced Japanese top management to back
sales initiative. Expanded sales team and increased total US sales 30%.
Installed new manufacturing methods for across-the-board gains. Cost reductions
were being mandated by FECJ. Named to head all US operations, teamed-up with man
ufacturing to increase yield 6%, improve on-time delivery to 98% and reduce cust
omer complaints to 0.5%. Increased profits from US operations 35%.
Negotiated $8.5M acquisition of key material supplier. Aluminum tube supplier wa
s pulling out of American market. Proposed, led discussions and successfully acq
uired operations of hard-to-replace component manufacturer. Integrated operation
s into US Fuji Electric organization to save 10% on material costs annually.
Reduced cost of production by 15%. FECJ believed that American operations would
not produce volume at acceptable margins. Developed a flexible work force throug
h cross-training that proved highly-efficient. Recorded production costs 15% low
er than Japanese counterparts, attracting significant capital investment in US o
perations.
Managed US manufacturing startup. FECJ was starting first wholly-owned subsidiar
y outside of Japan. As VP and Plant Manager, spent time in Japan learning operat
ing practices and manufacturing methods. Developed SOPs for core plant functions
. Built cohesive cross-cultural team and successfully met plant startup deadline
.
CAREER HISTORY
Senior VP, International Battery, Inc. 2007-2010. Recruited to VC-backed startup
of first-of-its-kind US lithium ion battery manufacturing plant. Acquired and t
ransferred technology from China, managed facility renovation and directed plant
operations. Served alternative energy, auto, stationary and military markets. S
taff of 50.
President & CEO, US Fuji Electric Corp., 1982-2007. Manufacturer of laser printe
r/copier components. Directed operations for all US facilities and sales into No
rth, Central and South America markets. Wide-ranging contributions in building s
ystems and manufacturing operations to support sales growth from $500K to $51M a
nnually. Promoted three times from VP & Plant Manager.
Earlier: Served as Area Supervisor for E.I. DuPont de Nemours in chemical film m
anufacturing. Supervised 150 employees responsible for coating operations, quali
ty assurance, regulatory compliance and production scheduling, among others. Pro
moted four times over nine years after starting as Project Engineer.