John Downton

• Company Overview: A $3B+ / Fortune 500 used car reconditioning company that buys, sells, and trades vehicles through an expansive mix of e-commerce and on-site manufacturing methods.
• Directly responsible for roll out of parts management system and parts internalization for largest reconditioning center in US. Developed standard work, Leader Standard work, and work flow of new department.
• Developed and coached number 1 parts team in company from 2022 - present. Leading in nearly all KPIs, and producing best practices across company.
• Personally trained and developed and promoted 10 managers, 15 managers in training, 25 Line Leads, and over 700 employees since November 2020. Led company from 2 lines of production at 76 units per week to 8 lines of production at 1312 units a week. Team met or exceeded targets for 221 days straight, and are still only site to have met target at 8 lines of production. Leveraging IDPs at all levels of leadership to drive continuous growth and stretch opportunities as we internally developed our own bench of leaders.
• Led daily meetings with management team to define KPIs and taught team how to leverage company reporting to assess both company and individual performance.
• Created, implemented, and led special projects to improve employee engagement and satisfaction when hiring freezes prevented the proper motivation for culture and individual growth.
• Targeted and hit all assigned KPI’s, resulting in the highest-producing automotive reconditioning center in existence.
• Implemented a monthly book club for management personal growth and development. Led 1 on 1 discussions covering titles such as:

"How to Win Friends and Influence People"-Dale Carnegie

"Starts With Why"-Simon Sinek

"Find your Why"-Simon Sinek

"Leaders Eat Last"-Simon Sinek

"Turn the Ship Around"-L. David Marquet

"Crucial Conversations: Tools for Talking When Stakes are High"-Kerry Patterson, Joseph Grenny, Ron McMillan, et al.

"Personality Types"-Dan Riso and Russ Hudson

• Developed onboarding/ retention program that reduced turnover from 42% turnover ratio down to 14% turnover ratio year over year.
• Oversee facility payroll and procurement to maintain P&L and sustain inspection center profitability through CPU and HPU.
• Multi-unit management consulting involving Market Ops/ Wholesale/ Logistics/ Maintenance/ Engineering/ EH&S and Production to maintain number 1 facility rating.
• Led vendor relations with 25 new vendors since November 2020. Oversaw preliminary negotiations and initial outreach through integration.
• Created and drove standardization of digital records and tracking for productivity tracing and accountability across all departments.
• Developed and empowered self sustaining management team to close out business each day utilizing "bring a buddy" approach. Drove servant leadership across all levels of organization.
• Implemented "Gamification" in Slack, our companies communication tool. This converted leaders from stressed and anxious about reporting performance in real time, to leaders who were excited to share their teams results and successes.
• Team Leadership: New Facility Growth, Individual Development Plan Focus, and Data Derived Accountability.

• Company Overview: Largest manufacturer of glass and glazing products for architectural, automotive, and technical glass sectors.
• Managed team to build and sustain new site while becoming first site to become profitable for entire fiscal year.
• Developed three union hourly associates into frontline supervisor management positions.
• Planned and organized production schedules to allocate proper staffing and support structure in order to produce best profit scenario for each business cell.
• Directly oversaw implementation of 22 Quick Kaizen projects.
• Implemented 12 major cost savings plans saving company over $5 million in rework and scrap.
• Created, Implemented QMS that led to first ever ISHAA certification.
• Onboarded, managed, and cultivated relationships with labor union.
• Collaborated Extensively with Logistics to improve productivity and KPIs.
• Created scheduling tool to maximize Plant productivity and meet customer expectations. Rolled tool out across 7 sites nationwide and over 20 globally.
• Went 90 straight weeks without single expedite.
• Led engineering team for new part rollout and distribution across nation.
• Directed high-performing team of 11 direct and 150 in-direct reports (11 Managers, 150 Union laborers).
• Key Contributor in Quality Control and Growth Initiatives.

• Company Overview: Largest manufacturer of pressure sensitive materials worldwide.
• Responsible for over 500 process settings while leading new coating line to industry records in Uptime, UEE, FPY, and Thruput.
• Yellow/Green belt certified and led weekly kaizens for 40 out of 50 weeks year.
• Led Safety Improvement Team and led weekly safety blitz projects (every injury required blitz to ensure no repeat offences.
• Maintained daily/weekly/monthly PM tasks per ISO 9001 standards.
• Implemented major OCS project once per year for 8 years totaling more than $2 million in savings through rework, scrap, and productivity.