126 Williamsburg Way

Mt. Laurel, NJ 08054

Home (856) 642-1012
Cell (856) 304-7042
GARY C. COOPER
Objective
Managing an operation with full profit-and-loss responsibility. Business should
be rapidly growing and/or implementing new technologies and where enterprise, vi
gor, and resourcefulness will make significant contributions to further corporat
e objectives.
Background Summary
Profit and results-oriented senior executive with extensive experience in:
* Strategic Planning * Distribution / Logistics
* Organizational Development * Project Management
* I.S. Design & Management
* Team Building
* JIT * Supply Chain Management
* Financial Controls
* Lean Manufacturing
Professional experience
* October 2010 to Dec 2010 - Britton Industries, Lawrenceville, NJ
Chief Operating Officier
* A privately owned manufacturer and distributor of mulch and landscaping tools
with annual sales exceeding $9.0M. Responsible of developing tools and costing m
odels to help improve overall operations and maximize profits.
* Designed and developed a Daily Finished Goods Inventory Program that tracked d
aily inventory activity, including daily sales.
* Developed a program to track Daily Production by operator/equipment/product/ru
n time and down time.
* Developed a program to help develop monthly budgets for the upcoming year.
* Improved their daily Fuel Usage reporting by adding a column for tracking run
hours and a second column to calculate the Gallons/Hour.
* Devleoped a direct labor and fuel costing model to help monitor our production
efficiencies based on direct cost on a daily basis.
* March 2006 to October 2010 - Oldcastle Lawn & Garden, Quakertown, Pa
General Manager
* One of the countries largest mulch and soil produces in the country, facility
was responsible for shipping bagged mulches and soils to Walmarts and Kmarts in
entire state of NJ, PA, NY, DE, Northern Md and Northern WVA. Also shipped Home
Depots in NJ, Eastern Pa, Philadephia region and Southern New York. Annual sales
of ~$15M.
* Total P&L responsibility.
* Streamlined operation from 58 employees to 26.
* Reduced bagging labor costs from $0.21/bag to $0.13/bag by combination of redu
cing staffing and increasing production from 14 bags/minute to 17 bags/minute.
* Reduced bulk labor costs from $1.85/cy to $0.77/cy by reducing labor force and
installing a new 1000hp electric haug that increased that doubled output from 1
70cy/hour to 350cy/hour.
* Won Oldcastle Lawn & Garden's Most Overall Improved Plant in 2008.
* Brought plant into PA DEP and EPA compliance.
* Improved water delivery and removed confined space hazard by installing an abo
ve ground pump station housing 2 15hp pumps. Were limited to running one line at
a time until the installation of new pump station.
* Improved overall Plant Safety record plant has gone over 1750 days since last
lost time accident and over 15 months since last recordable, plant has had 2 rec
ordables in the last 4 years.
* Doubled product margin by 17% to 34.5% on bulk mulch sales while also increasi
ng sales by 15%, from $335,000 to $385,250 by dramatically improving product qua
lity.
* July 2004 to March 2006 - Terminix International, Ocean Twp, NJ
General Manager
* Terminix is the largest Pest/Termite Control company in the world with sales r
eaching over $1.0B per year. General Managers have total responsible for all bus
iness functions including P&L, sales, recruiting, marketing, HR, telesales, coll
ections, purchasing, inventory, and production.
* Total P&L reposibility for a $4.0M Branch.
* Increased overall revenue by 17% and profits by 14% by increasing sales, impro
ving customer retention and lowering labor costs. Customer retention was improve
d from 87% to 94% by improving customer service response time from an average ti
me of 96 hours down to 48 hours by holding the technicians accountable for custo
mer satisfaction and retention.
* Stabilized employee retention by improving morale, no resignations in over six
months. Branch had very low morale evidenced by a 67% involuntary reduction of
sales and office staff.
* August 2003 - June 2004 Disc Makers inc., Pennsauken, NJ
Directors of Operations
* Disc Makers is a privately held CD/DVD replicator who manufactures audio and v
isual CD or DVD for independent musicians and filmmakers. Had responsibility for
all purchasing, receiving, scheduling, printing, manufacturing, packaging, ware
housing, and distribution.
*
* Improved interdepartmental communications between production planning, manufac
turing, packaging, and shipping by holding daily Production Meetings.
* Assisted in the implementation and start up of new operating system (AXAPTA) t
hat also included the modification and improvement to the canned scheduling modu
le, which helped improve the flow of parts through manufacturing.
* Increased overall CD production by 35% yielding an average monthly savings of
$75K by focusing on production yields on a daily basis and modified the method o
f reporting from gross discs produced to net disc or billable discs produced.
* Increased overall efficiencies in the packaging department that led to a 25% d
ecrease in manpower.
* Lowered polycarbonate costs by $0.14 per pound or $14K per month, without sacr
ificing quality or productivity by converting to a new polycarbonate supplier.
* July 2002 - August 2003 Paris Business Products, Burlington, NJ
Vice President of Operations
* Paris Business Products is an aggressive fast growing multisite printing, pape
r converter, and major distributor of Office / Business products that for the pa
st 3 years has been growing at an average rate in excess of 30% a year. Distribu
tion of Consumer good to mass retailers accounts for over 60% of our operations.
Report directly to President and CEO. Responsibilities include production, mult
isite distribution/transportation, purchasing, forecasting, planning, vendor sou
rcing and evaluation, inventory control and management, and customer satisfactio
n.
* Reduced material costs by 15% by negotiating with paper manufacturers to obtai
n the best price and by reducing startup scrap.
* Increased margins on all plastic office products by over 20% by negotiating lo
wer costs from our Chinese suppliers and by changing contract of sale from CFR t
o FOB.
* Increased overall printing productivity by 17% by improving print quality and
lowering change over times.
* Increased on time deliveries by over 10% by improving the overall supply chain
process from vendors to customers. Named Target's vendor of the year for 2002 d
ue to 98% on time deliveries.
* Increased inventory turns by 66% from 6.1 turns to 10.0 turns by improving on
time deliveries from our vendors, reducing safety stock by over 50% and eliminat
ed slow moving SKU's from inventory.
* Increased Warehouse capacity by 35% and picking productivity by over 38% by re
configuring the warehouse, picking productivity went from an average of 1.6 line
s per minute to 2.2 lines per minute, which reduced distribution costs by $223K
in one quarter.
* Increased inventory accuracy, measured by cycle count results by over 85% goin
g from 12 transactions per cycle count down to less than 2 per cycle.
* Increased production by over 14% by improving the preventive maintenance progr
am and improving the consistency of our raw materials by stabilizing and strengt
hening the relationships with key vendors that helped increase overhead absorpti
on by over $135K in one quarter.
* Developed and implemented a system to track vendor's on time performance (SLR
) and review performance with key vendors on a monthly basis.
* July 1997 - July 2002 Denglas Technologies, Cherry Hill, NJ
Director of Operations/Controller
* Manufacturers of optical coatings, chemically coat glass surfaces in clean roo
m environment (class 10,000) to adjust the optical properties. Annual sales of $
32million spread over 3 separate facilities. Total square footage exceeding 120K
.
* Report directly to President/CEO of Denglas Technologies: multi - plant respon
sibilities, develop business plans, annual budgets, capital budgets, P & L respo
nsibilities for all 3 divisions, monitor and control all corporate spending, sal
es and marketing, developed product costs, approve all sales quotes and marketin
g activities, monitor and control accounts receivable, accounts payable and moni
tor cash flow.
* Non-union operation comprised of 30 salary and 130 non-union hourly associates
.
* 350 different SKU's, shipping over 30 orders per day, 70% export shipments. 55
K square foot centralized distribution center located in Moorestown, NJ.
* Improved in process and finished goods inventory tracking system, implemented
inventory control systems to include cycle counting.
* Maintained sales relations for two largest accounts, one Domestic and one in G
ermany.
* Responsible for the procurement of float glass from domestic, European, and As
ian suppliers, responsibility included price negotiations, quality specification
s, and on time delivery with four separate float glass manufacturers. Was succes
sful in reducing raw material costs by 25%.
* Reduced inventory levels by $50K, increased production efficiencies by 20% and
reduced customer lead times by 2 weeks by improving the supply chain management
processes between the purchasing, planning, manufacturing, distribution, sales
and marketing functions.
* Project Manager for the acquisition, installation, and start up of an
additional furnace that increased production capacity by 30%.
* Formed and led a process team that developed and implemented new procedures an
d coating solutions, which have increased yields by over 272%, yields improved f
rom 25% in 1997 to 68% in 1998.
* Developed and implemented an Employee Incentive program which has helped motiv
ate the employees to increase production by 30 percent over the prior year.
* Improved overall employee morale, which was evidenced by employee attendance w
here absenteeism dropped from 90 occurrences in 1997 to 20 in 1998, 17 in 1999,
and 14 in 2000.
* Developed and implemented a computer assisted yield-reporting system to replac
e the existing manual system.
* 1990 - 1997 (1980-85) CONGOLEUM CORPORATION, Trenton, NJ
Plant/Distribution Manager
* Leading manufacturer of vinyl floor covering with annual sales exceeding $275m
illion. 850K square foot distribution center with over 6400 SKUS.
* Reporting to a Vice President; P&L responsibility, inspection, classification,
packaging, warehousing, and distribution of resilient flooring products for a m
ulti-plant flooring manufacturer with 1,500 employees located in four plants thr
oughout the U.S.
* Responsible for developing operating budgets, scheduling, production forecasti
ng, maintenance, capacity planning, and plan capital expenditures.
* Managed 140 hourly-unionized employees along with 14 salaried employees in an
850,000 sq. ft. facility.
* In 1983 was Project manager of the design and integration team for the develop
ment of advanced control and information systems used in company quality inspect
ion operation and centralized distribution center (Stratus Computer Systems).
* Member of Executive Steering committee for the integration of the new ERP syst
em developed by SAP.
* Key member of Congoleum's Centralized Distribution start up team, $25million p
roject started in 1982 and was completed and operational in January of 1985.
* Reduced visual claims on residential resilient floor covering by 30% through i
mproved information systems and effective management controls.
* Suggested packaging equipment modifications that led to equipment modernizatio
n, and modification, that resulted in an increase in productivity of 20%.
* Through the introduction of electronic scanners and radio frequency (RF) syste
ms installed on side loaders, manpower was reduced by 30%.
* Improved management reporting systems, cycle counting, improvements were exper
ienced in inventory control, inventory turns, reduction in obsolescence and scra
p and more efficient utilization of warehousing space.
* Member of company negotiating team, which negotiated a new five-year contract
within, predetermined parameters.
* Experienced with LAN, Microsoft Project, Microsoft Office - Excel, Access, Wor
d and with Paradox, Word Perfect, and Quattro Pro.
* Trained in BPCS, TQC, JIT, SPC, ISO 9000, Demming, Juran, and Crosby systems o
f quality assurance.
* 1985 - 1990 OCCIDENTAL CHEMICAL COMPANY, BURLINGTON, NJ
* Superintendent of Compound and Color Manufacturing; reported directly to the P
lant Manager. Managed 36 hourly employees and 4 salaried supervisors. Manufactur
ed a wide variety of PVC film using inverted L calendar press.
* Responsible for the manufacturing of the compound and color concentrates for t
he calendared film. The color tolerances for the auto industry were as tight as
a .25 cielabs.
* Increased production out put by 25 percent and continually improved overall yi
elds by an additional 17 % from 75% in 1985 to over 92% in1989.
* Project Manager for the acquisition, installation, and implementation of new c
omputerized batching system, which reduced blend times and errors.

Education
College of New Jersey (Formally Trenton State College), Ewing, NJ
BA Chemistry
Eastern University, Saint Davids, PA
MBA - GPA - 3.90 on a 4.0 scale.
References
References provided upon request.