GENERAL BACKGROUND

Experienced in all facets of bakery manufacturing and operations with over 35 years of proven accomplishments in the areas of personnel, production, distribution, formulation, scheduling, costing and cost control, administration, accounting, equipment procurement, layout and installation, and most recently entrepreneurship.

Have held a wide range of increasing responsibility, and have progressed from Production Foreman through Associate Director of Production with my initial employer.

Am presently 53 years old, married and have four children. Education includes study at the American Institute of Baking, the State University of New York at Oswego, the American Management Association, plus other assorted management courses and decision making seminars.

Member of the American Institute of Baking (AIB) Alumni Association, member of the American Society of Baking (ASB).

President and owner of, along with my wife, Westwood Corporation of Virginia t/a Brenners Warwick Bakery, an 82-year old wholesale bakery in Newport News, Virginia.

Recently formed Bakery Consulting Services, Div. of Westwood Corporation of Virginia. A bakery consulting company focused on supplying a high level of technical support for the quality production of bakery foods by way of formulation, procedures, trouble shooting, training, costs and cost control, scheduling, personnel and accounting.

PROFESSIONAL HISTORY

Bakery Consulting Services, Div. Westwood Corporation of Virginia
Newport News, Virginia
A newly formed consulting company dedicated to enhancing the client's technical ability to consistently produce high quality products in the most cost effective way.

Owner-President

August 1999 - Present

Am currently consulting with a division of a multi national company to maximize and sustain the quality and profitability of one of their bakeries by adjusting formulas, procedures, and increasing the technical skill level of their employees.

Owner-President

July 1988 - Present

Operate a 30 employee specialty wholesale bakery, manufacturing and selling bakery foods to the local restaurant and hospitality trade, sub and pizza restaurants, and convenience stores. Responsibilities include the managing of sales, marketing, distribution, product development, production, personnel, financial, customer relations, maintenance, engineering and sanitation.

Director of Manufacturing

July 1984 - September 1986

Reported to the Executive Vice President. Responsible for all manufacturing disciplines within the entire company. Directly supervised four Plant Managers, Corporate Engineering and Corporate Quality Control. Lender's Bagel Bakery is the world's largest bagel baking company with over 2.5 million pounds of product per week and 500 plant employees. Responsible for the development and administration of capitol budgets exceeding $23.7 million, which include a new state of the art bagel plant and operating budgets exceeding $25 million, new product development, product enhancements and, after the sale of Lender's to Kraft inc., the evolution of the business from an entrepreneurship to a more mature business style.

Senior Technical Service Representative

January 1983 - July 1984

Corporate staff position reporting to the Director of Corporation Quality Assurance. Responsibilities included: formulation, production techniques, advisor on new plant and equipment layout and design, trouble shooting, maintenance of quality standards, development and administration of production training programs, testing and implementation of new ingredients, technologies and product enhancement. Production advisor to seven bread plants, three frozen plants (cake, pastries entrees), and three biscuit plants.

Operations Manager

January 1980 - January 1983

Responsible to the Plant Manager for the manufacture of Pepperidge Farm Bakery products. Varieties include: white pan breads, variety pan breads, croissants and crescent rolls, soft rolls and buns, croutons and stuffing. Directed the production operations with a staff of 5 area managers and 18 supervisors with a plant employment of 500 production employees. Plant throughput of 2.1 million pounds of product per week. This was the largest Pepperidge Farm Bakery plant, both in production pounds and dollar sales.

General Production Manager

March 1978 - August 1979

Responsible to the Plant Manager for the total production of 12 varieties of natural breads, stuffing mixes and croutons, including formulation, costs, budgeting, quality and personnel administration for the entire plant. Two bread production lines, two crouton and stuffing mix lines. 1.5 million pounds of product per week, 120 production employees.

Associate Director of Production

October 1976 - March 1978

Staff position reporting to the Vice President of Production. Responsibilities included: formulation, new product development and introduction, production techniques, troubleshooting and production accounting. Extensive travel to 45 plants nationwide.

Plant Production Manager

October 1975 - October 1976

Responsible to the Plant Manager for the total production of buns, sweet rolls, brown and serve rolls, sanitation, shipping and distribution, scheduling and long-range planning, budgeting, and administration. Total production employees - 72. Positions reporting to the Plant Production Manager: Assistant Production Manager, 3 Shift Supervisors, Plant Sanitarian, and Distribution Supervisor.

Assistant Production Manager

August 1973 - October 1975

Reports to the Plant Production Manager. Assist Plant Production Manager in the administration of the manufacturing disciplines for buns, sweet rolls, and brown and serve rolls. Includes shift responsibilities during 3rd shift production. Positions reporting to the Assistant Production Manager: 3 shift group leaders.

Production Supervisor - Donuts

August 1972 - August 1973

First line supervisor's responsibilities for a 12 cutter D.C.A. donut fryer and bread crumb operation. This was a new operation at the plant requiring training of employees, scheduling, engineering consultants and alleviation of product quality problems. 9 people per shift, 150,000 dozen per week. Responsible to the Assistant Production Manager and Plant Production Manager.

Production Supervisor - Bread

November 1969 - August 1972

First line supervisor's responsibility for a twin Wallane and Tiernan continuous mix bread line. One million pounds per week, 14 people per shift. Responsible to the Plant Production Manager.

Electrical Sales Representative

November 1967 - November 1969

Represented full line of name brand electrical, motor control and switch gear to industrial users, original equipment manufactures, contractors, engineers and architects.

Bargaining Unit Employee

May 1965 - November 1967

Worked each and every production and distribution union job within the factory. This was accomplished through job bidding and job assignments be supervision.

Brenner's Warwick Bakery
Owner - President

Over the past ten years of ownership sales have increased by 400%, customer base increased by 200%, increased average sales per customer by 35%, increased net profit by 300%. After six years of ownership the plant was out of capacity and he leased building was no longer adequate for food manufacturing. We relocated the bakery from its former location in a sixty year old building, to a modern facility built to house a bakery. We re-equiped the bakery, tripling its capacity. We provided more than adequate physical expansion of the building for the next twenty five years.

Represented LENDER'S BAGEL BAKERY in developing and establishing the operating budget to be used at our new plant to be operated within a KRAFT FOODS INC. facility by Kraft administrators.

Represented and headed the LENDER'S technical group during the initial start-up phases of the new plant. We achieved salable product within ten working days after commencement of the line shakedown.

Developed an initial operating budget for the manufacturing plants. Prior to this, no real plant operating budgets existed in line item format.

Responsible for the initial development and hiring of a qualified and professional Corporate Quality Assurance Manager within the Corporate Quality Manufacturing environment, and further development of the QA Department by way of personnel, equipment and facility. Later this department became a "stand alone" corporate department.

Developed ad took part in conducting a one week intensive Production Workshop, available to all of the manufacturing facilities, tailored to each facilities specific needs, in order to teach and reinforce technical baking skills.

Developed a technique for the elimination of the 24-hour dough retardation used in the production of croissants.

Assisted the corporate lab in the practical development of a formula used to reduce the rate of starch retrogration.

Implemented a system of flour monitoring within the plant that allowed us to predict, with reasonable accuracy, the amount of absorption and mixing requirements necessary to produce consistent, high quality product prior to using new loads of flour.

Implemented quality improvements that resulted in a more consistent finished product at a reduced ingredient cost. Saved over $80,000 per year by balancing the fermentation system to achieve more predictable results.

Designed and implemented a system of monitoring variable ingredient usages (water/yeast) in order to be able to development a more realistic operating budget.

Developed, implemented and conducted an in-plant lecture series for the production supervisors in order to enhance their technical baking skills.

Revised and updated the corporation's PRESUPERVISOR TRAINING PROGRAM in conjunction with the Human Resources Department.

Responsible for the production introduction of two varieties of fiber breads at five production plants and five varieties of natural breads at three production plants.

Represented the Corporate Production Department and assisted during the start-up of two newly revised production lines. These lines were settled in and fully operational by the fifteenth working day.

Headed a Corporate Production Task Force to define, develop and implement corrective action for a manufacturing plant which was operating in the red, was marginally acceptable from a quality and sanitation standpoint, and had poor employee moral.

Increased throughput by 50% and reduced direct labor employees by 10%.

This was accomplished within three months. Took line speeds from 60 units per minute to 90 units per minute.

Faced seasonal fluctuations in product demand. The traditional approach had been to react rather than anticipate. Working with plant and sales management to forecast sufficiently early to plant and execute inventory build-ups, which permitted us to meet customer orders. As a result, product demand increased and manufacturing costs decreased.

Responsible for taking the very inconsistent sanitation program and developing a solid plant sanitation program that consistently exceeded the acceptable minimum corporate requirements by wide margins.

State University of New York, Oswego, New York
1964 - 1965 Industrial Technology

American Institute of Baking (A.I.B.), Chicago, Illinois and Manhattan, Kansas
1970 Baking Science and Technology
1981 Production Technology
1984 Bakery Management

American Management Association
New York, New York
1972 Supervisory Management
1974 Management Skills and Techniques
1976 Manufacturing Management

Kepner - Tregoe
Hartford, Connecticut
1976 Executive Problems Analysis and Decision Making