Donald Dakoske

Oversee / Support all operational aspects of the business including manufacturing, quality, process engineering, product launch, customer care, finance, human resources and supply chain. Devise and optimize manufacturing strategy with full P&L responsibility. Created and deployed the key performance indicators that contributed significantly to the bottom line while doubling revenue in the past 4 years. Successfully earned AS9100 Rev D certification, Implemented the TPS contributing to 200% growth in new market segments while taking OTD from 80% to 98.5%.

Hired initially as Director of Operations for Thomas & Betts - LRC Communications based in Horseheads, NY. With the sale of the company to Belden, reassigned to a similar position with the PPC Broadband Division based in Syracuse, NY. PPC Broadband Division, Director of Operations Oversaw the implementation of Lean Manufacturing Strategies across global operations of Belden’s PPC $350M broadband business. Devised and optimized manufacturing strategy with full P&L responsibility. Led the charge to consolidate multiple plant locations. Created and deployed key performance indicators (KPI) that contributed significantly to the bottom line. Launched self-directed work teams that resulted in increased output, reduced direct labor content, improved yield and a reduction in the OSHA incident rate. Thomas & Betts - LRC Communications, Director of Operations (2009-2013) Managed the company’s $80M communications business in North America, including overseeing 750 employees across multiple locations in the U.S. and Mexico. Core responsibilities included full P&L, production and inventory control (PIC), and strategic planning. Demonstrated strong financial agility by tying key manufacturing drivers to bottom line improvements. Drove sustainable process improvements in manufacturing and quality that resulted in improved profitability during a period of declining sales. • Reduced labor costs by 10% through the continued implementation of Lean. • Implemented world-class safety practices that resulted in an 80% reduction over prior incident rates—efforts that contributed to 500+ days without recordable incident.

Promoted to position leading implementation of North American growth strategy with full-charge responsibility for P&L, inventory, forecasting, safety and margin improvement for a large, privately owned cast-iron/foundry business with 400+ employees across 25 distribution locations. Position eliminated in restructuring due to the economic shakeout. • Strategically consolidated overlapping/under-performing locations into centralized distribution facilities within a market to improve profitability and customer responsiveness—efforts that led to a $4.5M overhead reduction. • Designed and implemented an interactive forecasting system, which resulted in a 40% decrease in inventory while improving customer service and taking fulfillment to 98%. Distribution Manager (2002-2005) Hired to manage 400+ employees within multiple warehouses, assembly, logistics and distribution centers. • Introduced and launched a 3rd-party Transportation Management System (TMS), which resulted in a 10% freight reduction ($1M+) and $200,000 in overhead savings annually.

Director of Operations, Consolidations (2002) Consolidated and relocated multiple facilities into existing operations for this $550M manufacturing company—consolidating seven manufacturing locations into four sites without customer delivery disruption. Implemented company-wide logistics program that reduced transportation costs 40%. Instituted an inventory control system that increased accuracy to 98%, reduced plant shutdown due to lack of material and reduced freight costs. Director of Operations, Aftermarket Automotive Division (1999-2001) Bristol, TN Hired to integrate acquisition of an aftermarket operation into a structured OEM. Reduced manufacturing costs by 45%, increased sales revenue 20% and cultivated offshore suppliers.

Director of Operations, TDI Batteries Division – Romeoville, Illinois (1997 – 1999) Leadership responsibility for corporation's $150M energy technology business in North America, managing 650 employees with total responsibilities for P&L, PIC, Strategic Planning and Manufacturing. Plant Manager, Augat Stamping Division – Boyne City, Michigan (1994-1997) Directed all operations activities for division's $26M metal stamping facility in Boyne City, Michigan, managing 110 employees with total plant responsibilities for P&L, Finance, Human Resources, Quality Control and Manufacturing. Production Manager / Plant Controller (1992-1994) Directed manufacturing operations of tool room and manufacturing obtaining a 30% increase in productivity through the use of self directed work teams and state of the art preventative / predictive maintenance programs. Materials Manager / Plant Controller (1989-1992) Coordinated all purchasing, logistical, and warehouse operations while increasing inventory turns from six to 12 and increasing on time shipments to 98%. Plant Controller (1987-1989) Responsible for complete financial control and reporting for manufacturing operations.