HS Spring Group (formerly Springco Industries Inc.),
Toronto
Oct. 81 - Dec. 03 Chief Executive Officer
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Grew this industrial spring manufacturing company from $1 million to $22
million per annum in gross revenues.
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Increased (a) number of employees from 28 to 175, (b) exports from zero
to $12 million per annum.
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Under my watch, this company became one of the most highly reputed industrial
spring manufacturers in North America.
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80% of our business was centred in the fiercely competitive automotive industry.
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Accomplished primarily by building a loyal workforce:
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Seized the opportunity to talk face-to-face with each employee every payday.
It was not necessarily about business, but something the employee personally
valued, such as family or vacation plans.
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According to HR manager's assistant, "you ... made all the employees feel
important and not like they were just a number on a piece of paper. You
made everyone feel like they were your extended family."
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On my suggestion, a comprehensive employee benefit plan was implemented
for the first time.
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Initiated monthly meetings in which employees were updated on company's
progress and during which each staff member had the opportunity to raise
concerns.
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As a result, when we experienced a downturn in business, no one was surprised,
and employees remained loyal. They were willing to make personal sacrifices
to ensure the continued health of the business, because they had faith
that in the long term, they would benefit, and they did.
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Demonstrated negotiation skills by persuading suppliers to lower their prices.
This was difficult because we knew existing prices were reasonable. Yet,
customers insisted we reduce costs. I succeeded in securing a lower
price from our suppliers by looking at other ways we could help them.
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One was to grant them more favourable payment terms, and my challenge was
to do so without significantly reducing profits. Having accomplished this,
we were able to meet the demands of our customers and, at the same time,
strengthen relationships with our suppliers.
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Capitalized on prior experience as Chartered Accountant (see "Education"
below) in preparing monthly financial statements, submitted annually to
independent auditors (first, BDO Dunwoody; second, Deloitte and Touche).
These statements proved highly accurate, requiring no revision except to
comply with taxation law.
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On my suggestion, the company became the first spring manufacturer in Canada
to acquire ISO 9000 certification and the second in Canada to acquire QS 9000
certification.
M.P. Springworks (Pty) Ltd., Johannesburg, South Africa
1977 - 80 Financial Director
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I was brought in to resuscitate this spring manufacturer, which was on
the verge of bankruptcy, and was able to do so, by:
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Preparing a sound budget.
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Instituting financial controls.
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Implementing costing systems.
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Writing administrative manuals.
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Establishing a coherent and comprehensive human resources policy.
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As result, I was able to profitably sell this company for hundreds of
thousands of dollars.
PRIOR
Sussman Goddard & Co. (Chartered Accountants), Johannesburg,
South Africa
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Started as Audit Manager, was promoted to Audit Partner, then Senior Audit
Partner, in recognition of demonstrated ability to satisfy corporate clientele.
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Commended by founding partner as "source of great strength ... as result
of his outstanding ability, his close and valuable relationships with clients,
and his integrity."
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Negotiated highly profitable mergers and acquisitions for private, as well
as publicly-listed companies.
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Saved clients substantial sums of money through tax and estate duty planning,
which resulted in the creation of local and offshore trusts.
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