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ROBERT M. GROSS989 Snowshill Lane Birmingham, Al. 35242Home: 205-298-7552 Cell: 205-706-5567 bg15bf1ae@westpost.net

SUMMARYExperienced professional in Sales, Purchasing, Operations, Process Optimizationand Improvement, Lean Principles and Practices for Manufacturing and Services Business, Quality Systems, Strategic Development, Kaizen Events and developing Training Programs.

EXPERIENCE

Deshazo Crane Company 2008-2010PresidentAlabaster, AlabamaDirect P & L responsibility, Managed a 100 person work force including sales, engineering, and manufacturing.* Introduced the team approach to process improvement, problem solving, and engineering.* Introduced the ISO 9001-2000 quality system.* Eliminated the old paper systems and made them digital. This greatly reduced

time searching for sales, engineering, and manufacturing files.* Initiated a research and development group to find ways, through engineering,to reduce manufacturing costs and develop new product lines.* Developed a new design for tubular end trucks, and newly designed wheel whichreduced the cost from $1,400 to $700. Potential savings of $750,000 per year.* Developed our own small package hoists in the 5 to 10 ton range. This will eliminate the need to buy these hoists from competitors who now dominate that market. This would be a new product line and market for Deshazo with potential sales of $2,000,000.* Initiated competitive bidding in purchasing and developed new sourcing in china and India. This new sourcing cut our wheel and sheaves costs in half with potential savings of $1,000,000 per year.

JEMISON DEMSEY METALS 2000-2007Corporate Vice President of Operations 2006-2007Birmingham, AlabamaManaged physical facilities and plant operations in four locations. Had 90 direct reports including Director of Operations, Director of Quality, production planners, and costing specialists.* Reduced Operating expenses by $1.2 million in first year while increasing productivity as measured by tons per man hour. Results moved company to upper quartile of industry peer group, as measured by operating expenses as a percentage ofrevenue.* Oversaw the development of a system to quickly review future orders and shipments enabling sales and operating groups to find and correct errors prior to dayof shipment. Led to reduced errors, overtime, and excess freight.

* Continued to introduce Lean Principles and Practices in the plants through training and Kaizen events. Led to increased productivity, lower costs, and fewerrejected materials.* Oversaw the installation of a third blanking line in the South Carolina plant.* Began to introduce Six Sigma methodology to the company.

Corporate Vice President of Strategic Development and Quality 2005-2006* Developed training programs for newly formed corporate inside sales team.* Developed corporate-wide quality system including training, standards, procedu

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res, and work instructions.* Began to introduce Lean Business Principles and Practices through Process andValue Stream Mapping and Kaizen events.President, Cleveland Division 2002-2005Demsey and Associates was acquired by The Jemison Investment Company of Birmingham, Alabama in 2000 and became Jemison Demsey Metals.* Had direct P & L responsibility for the Cleveland division.* General management of all phases of the business including sales team and plant operations.* Division grew from $30 million to $48 million by the end of 2004.

DEMSEY AND ASSOCIATESVice President Sales and Operations 1985-2002Cleveland, OhioManaged 5 person sales team and the 25 person plant operation. Directed the activities of the sales staff in a 5 state area surrounding Ohio.* Developed a $3.5 million market in the South and Southeast as a supplier to other Steel Service Centers.* Oversaw the addition of the company's first $2 million blanking line, providing precision sheets and blanks to the marketplace.* Installed second blanking line in 1995.* Handled 50% of steel negotiating and purchasing activities.

* Initiated and oversaw the team which developed the first formal quality systemleading to ISO 9001 certification in 1990.

Sales Representative 1980-1985* Created and grew sales territory from $0 to $9 million, accounting for 25% ofthe company's annual revenue.

EDUCATION AND ORGANIZATIONS

B. A. Cleveland State University 1970M.B.A. Baldwin Wallace College 1984

Lean Six Sigma CertificateVillanova University 2006Six Sigma Black Belt Certificate Villanova University 2007Masters Certificate In Six Sigma Villanova University 2007

American Society For Quality (ASQ) - Senior MemberAssociation Of Iron and Steel Technology (AIST)Lean Enterprise Institute