C.

BRUCE EMMETT
Waxhaw, NC 28173
C: 734-812-0924 ▪ cbruceemmett@gmail.com

TRANSFORMATIONAL LEADERSHIP
COO  VP  General Manager
Strategic leader of manufacturing and service corporations serving diverse global clients. Portfolio of successes
maximizing performance and profitability. Recognized for growing company revenue $48 million by recruiting,
developing, and motivating a high-performance leadership team. Improved subsidiary’s sales 300%, grew a
unit’s revenue $16.5 million in response to a customer-driven opportunity, and reduced facility costs 36% by
renovating new state-of-the-art operation. Creative, forward-thinking executive with depth of experience
optimizing engineering, manufacturing, quality, sales, new business development and customer service.
Achieve enhanced business results through expertise in:
• Strategic Planning • Business Reengineering • Leadership / Management
• Manufacturing • Lean / Six Sigma • Finance
• Service Management • Operations • Sales / Marketing

CAREER PROGRESSION
Specialty Manufacturing, Inc, Charlotte, NC 2008 – Current
Private Equity held design and manufacturing company with multiple sites serving the specialty vehicle industry.
Chief Operating Officer (2008 – Current)
Engaged to develop Directors, Managers and Associates to implement tools to create and sustain
implementation of strategic plans to increase productivity and drive EBITDA improvement across multiple
locations. With full P&L responsibility, grew EBITDA 9.5% in first year. Provided leadership for sales,
engineering, purchasing, customer service and manufacturing operations.
• Installed key metrics and associated processes resulting in 9.5% EBITDA growth in first year.
• Trained direct reports in processes to drive On-Time-Delivery (OTD) resulting in improvement from less
than 72% OTD to 99.9% in less than six-months.
• Consolidated second shift into single shift operation, reducing headcount by 10.5%, while revenue
remained stable.
• Integrated remote facility into an existing facility, on time and under budget, realizing savings in excess
of $300,000 per year, including negotiations to exit two facility leases early.
• Executed plan to develop purchasing strategy reducing purchased material costs by over $2.7M
annually.
Phillips Service Industries, Inc., Livonia, MI 2000 – 2008
Privately held $120 million international manufacturing and service company with multiple stand-alone subsidiaries
serving aerospace, defense, automotive, semi-conductor, and manufacturing industries.
Chief Operating Officer (2002 – 2008)
Promoted to spearhead implementation of strategic plans to increase productivity, grow business, and drive
profitability across multiple locations and subsidiaries in five states and Mexico. With full P&L responsibility, grew
revenue 52%. Developed operating and capital budgets and managed sales, new business development,
operations, and support departments. Consistently met or improved budget projections. Provided leadership
for seven-member executive team, six general managers, and 550-member staff.
• Closed $90 million long-term contract with $2.5 million profit beyond client’s final proposal by presenting
the additional value provided in cost and timesaving. Received customer recognition as “Supplier of the
Year” from a prestigious aerospace organization.
• Turned 2.6% loss into 4.1% profit by increasing sales 52% while cutting costs and headcount 32%
through improved budget accuracy, daily cost monitoring, and meeting accountability targets.
• Shared vision and facilitated process that improved on-time delivery (OTD) from 62% to more than 99%
within 15 months with several months achieving 100% OTD and zero past due orders.

C. BRUCE EMMETT Page 2 of 3

 • Recruited and developed high-performance team instrumental in growing revenue of $48 million with $6
million net income improvement through continual coaching and mentoring to improve decision-making
skills and increase personal knowledge base.
• Acquired machining business and integrated into high-tech assembly facility improving capability and
control over delivery, resulting in 10% increase in revenue and on-time delivery improvement from 82%
to in excess of 97%.
• Improved subsidiary’s sales 300%, turning 26% loss into 22% profit as leader of cross-functional team
redefining objectives, restructuring and rebuilding sales team, and securing long-term agreements.
• Rapidly doubled facility’s floor space to 100,000 square feet and grew business unit revenue 138%,
from $12 million to $28.5 million, in response to customer-driven opportunity.
• Produced additional $18 million in revenue for automation subsidiary by developing cross-functional
selling approach utilizing executives in client sales meetings.
• Achieved 100% ROI in fewer than 12 months by purchasing $2.3 million in machining equipment to
expand in-house capabilities and minimize subcontracting expense.
• Reduced leased facility costs 35% by leading cross-functional team in acquisition and renovation of new
state-of-the-art manufacturing and engineering facility capable of 100% on-time delivery (OTD).

Phillips Service Industries, Inc. (continued)

Assistant Chief Operating Officer (2000 – 2002)
Recruited to assist in driving productivity, business growth, and profitability by identifying new business
opportunities with new and existing clients and continuously improving manufacturing operations.
• Reversed cancellation of $14 million service by personally meeting with client’s managers and
executives and renegotiating new contract with 32% annual gross margin.
• Implemented semi-annual, two-day Team Leadership Review for top executives and managers to share
information and learn best practices to replicate savings and profit opportunities across the enterprise.
Simpson Industries, Inc., Litchfield, MI 1999 – 2000
$500 million international Tier 1 automotive supplier of noise, vibration and harshness control, and other products for
automobiles, light-trucks, and diesel engines.
Plant Manager
Provided operational leadership to spur profitable growth and efficient operation of $70 million facility and
350-member staff. Mentored team on management techniques and cost-reduction planning and
implementation.
• Led turnaround from 4.1% loss to 2.6% profitability in one year by working with union to improve
efficiencies and renegotiating service contracts.
• Achieved success on six new product launches in first year, enabling organization to remain on bid lists
for future contracts with GM and Chrysler.
• Restored productive working relationships and negotiated three-year union labor contract with zero net
costs by sharing financial and competitive data to promote job classification changes and productivity.
• Generated $10 million in revenue, securing first contract for “new domestic” production by delivering
100% compliance to quality operating system.
Ford Motor Company, Dearborn, MI 1993 – 1999
$174 billion global automotive manufacturing and assembly corporation.
Strategic Planning Manager (1997 – 1999)
Led team of managers formulating and executing strategies to grow Supplier Park concept across America
by acquiring real estate, new technologies, and establishing partnerships.
• Captured $118 million in funding by negotiating incentive packages with local, city, and state
government agencies to bring 1,400 new jobs and 12 new suppliers into Chicago.
• Cultivated worldwide best practices by traveling extensively across Europe and South America and
implemented at Chicago Assembly Plant, ranked near the top of all assembly plants worldwide.

C. BRUCE EMMETT Page 3 of 3

 • Realized almost $15 million annual savings in inventory and shipping as key leader implementing
Supplier Park at Chicago Assembly Plant covering 155 acres for 12 additional suppliers providing 60%
of plant’s inventory with just-in-time (JIT) delivery.
Area Manager / Manufacturing Superintendent (1993 – 1997)
Ensured optimum productivity, efficiency, and annual cost-saving initiatives for all manufacturing functions.
• Participated in $58 million increase in new orders as member of cross-functional team
implementing more than $150 million in capital equipment, creating competitive facility, and retaining
500 jobs.

PREVIOUS POSITIONS
Beckwith Machinery Company / Caterpillar, Pittsburgh, PA
Plant Manager, Assistant Plant Manager, Project Manager, Senior Manufacturing Engineer
General Motors / Saginaw Steering Gear Division, Saginaw, MI
Senior Manufacturing Engineer, Manufacturing Engineer, Associate Industrial Engineer

EDUCATION
M.B.A. (#1 in class), Business, MICHIGAN STATE UNIVERSITY, East Lansing, MI
B.S., Management, PENN STATE UNIVERSITY , University Park, PA

PROFESSIONAL DEVELOPMENT
Karrass Negotiating, Negotiating, Pittsburgh, PA Certified Recruiter, Recruiting Training, Dearborn, MI
8D Training, Problem Solving, Dearborn, MI Root Cause Analysis, Root Cause Analysis, Litchfield, MI
Lean Manufacturing / Six Sigma