TERRY HULCE

139 West 39th a Holland, Michigan 49423

616- 396-7072 a terry.hulce@gmail.com
EXECUTIVE MANAGEMENT: CEO, VP OF OPERATIONS
Seasoned executive leader with a quantifiable history of catapulting the profita
bility of multi-million dollar corporations through effective operations managem
ent, business reengineering, continuous process improvements, and business devel
opment in such areas as Europe and Mexico. Change agent able to infuse greater e
fficiency and productivity into daily operations, realizing measurable cost savi
ngs through the introduction of recognized quality management tools. Learned str
ong managerial skills in orchestrating large-scale initiatives. This included th
e acquisitions and sale of multi-million dollar companies. Team builder able to
motivate and empower award winning teams to unify in support of corporate goals
and objectives.

Acquisitions a Operations Management a Strategy Development, Execution a Success

ion Planning
Purchasing a Quality Assurance a Overhead Reduction a Marketing Strategy a Exec
utive Leadership
International Business a Business Turnaround a Mult-imillion Dollar Revenue Grow
th a Business Development
Continuous Process Improvement a Lean, Cellular Manufacturing a Six Sigma a Kaiz
en a Sales
Product Development a P&L a Total Predictive Manufacturing a SPC a CNC a JIT a
Cost Control

PROFESSIONAL EXPERIENCE

WEST MICHIGAN UNIFORM, Holland, Michigan a 2002-Present

$7M family-owned business.
Chief Operating Officer
Escalate sales as part of the implementation of a strategic business plan to rev
amp business operations. Execute an innovative new marketing strategy, highlight
ing companyas value proposition to build client base. Define such key indicators
as core economic drivers. Implement new strategies, including for marketing, re
invigorating the business through the achievement of revenue targets.
EPC, INC., Grand Haven, Michigan a 2000 - 2001
Privately held $40 Manufacturer of OEM and After-Market Auto Parts manufacture.
Vice President of Manufacturing.
Tapped to direct engineering, production, purchasing, and quality functions for
a 3-plant company with 350 employees. Initiated the use of lean manufacturing me
thods, slashing expenses and spurring a 20% throughput improvement.
a Launched a business development strategy projected to catapult revenues from $
45M to $60M within 12 months.
a Piloted the acquisition of an $11M valve guide company, realizing $3M in savin
gs while boosting new revenue by $15M.
SHAPE CORPORATION, Grand Haven, Michigan a 1999-2000
Privately held $200M manufacturer of OEM and after-market auto parts supplier.
Executive Vice President
Tapped to perform 2 additional key roles comprised of Vice-President of the Chry
sler Business Unit as well as Vice-President of the Advanced Engineering and Tec
h Center. Assembled teams to execute business operating systems throughout the c
ompany. Bolstered the professional tech center, adding test equipment and engine
ering staff.
TERRY HULCE a Page 2 a terry.hulce@gmail.com

Executive Vice President Cont.

Financial Achievements:
a Plummeted the engineering change cycle from 18 months to <30 days as part of o
verall initiative to optimize processing methods.
a Grew revenues of the Chrysler Business Unit to $45M with a $9M contribution to
the companyas bottom line, achieving recognition as the #1 business unit that y
ear.
CMI INTERNATIONAL, Farmington, Michigan a 1984-1999
Leading manufacturer in the auto supply business with $700M in annual revenues.
Executive Vice President, Machining Operations (1993-1999)
Spearheaded a 7-step turnaround and growth process to fuel the startup of 2 succ
essful plants and to steer 7 others back to profitability. Expanded staff from 8
4 to 400 people, mobilizing a crackerjack team of top-producers to set up cell m
anufacturing groups, ultimately winning multiple quality awards such as GM Excel
lence, and TQM awards from Ford, Honda, Cummins, Toyota, and Chrysler.
Operational/Financial Achievements:
a Elevated corporate revenues up to $700M over 3 years for 8 operations in the U
.S., Europe, and Mexico.
a Pioneered a tool-build company capturing $40M in annual sales.
a Shaved operating costs by 5% for 5 consecutive years using continuous process
improvement initiatives.
a Established a new business operating system, additionally rolling out such too
ls as lean manufacturing, Kaizen, and Six Sigma.
a Generated $1.2M in annual savings through the reengineering of critical proces
ses, resulting in higher throughput.
a Aligned with Alcoa as part of a European joint venture, with revenues projecte
d to top $10M in the first 12 months.
a Contributed to the sale of the company for $750M after the owner became ill.

EDUCATION
Bachelor of Science in Business
Baker College, Muskegon, Michigan
Northwood University
Associateas Degree in Marketing and Management
Muskegon Community College, Muskegon, Michigan