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Cloverdale, CA 95425
(C) 707-393-0668 URL

A Hands-On Lean/Six Sigma Black Belt Manufacturing Executive specializing in profitability improvements,
Lean/Six Sigma implementation, quality enhancements and strategic operations evaluations in a variety of business
settings. Possesses extensive experience in team building, process improvement, contract negotiation, cost cutting, and
generating sustainable revenue/EBITDA gains.

Key qualifications include:
P&L Management &Strategic Business Planning
Multi-Site Operations and Process Improvement
Budgeting (Operating/Capital)
Automation Implementation
Vendor/Supplier relationships
Warehouse, Logistics, Supply Chain (domestic/foreign)
Team Building
World Class Safety record following Dupont STOP
Quality Improvements through Process Re-design
Development of staff Greenfield Location experience
Turnaround Proficiency TPS implementation


M&M BENETTI LLC, Cloverdale, CA. Present
A Consulting Service that brings operational expertise in a variety of business sectors. Extensive use of executive
operational leadership techniques employing Lean Six Sigma philosophies that will return positive sustaining results to
complex business issues.
Adventist Healthcare, Roseville CA. (2 month contract)
Introduced Lean Six Sigma Concepts to executive management staff.
DenBeste Water Solutions, Windsor, CA (4 month contract)
Successfully re-implemented ERP system into operations, sales and finance.
Northern Sonoma County District Hospital, Healdsburg CA. (6 month contract)
Introduced Lean Six Sigma Concepts to management staff. Re-layout of Pharmacy
Performed business analysis and made recommendations on budgets, staff levels etc.
Reliance Trailer Corp. Rhonert Park, CA. (5 month contract)
Team with court approved manager to bring company out of bankruptcy or purchase business. Devised and
implemented plan to reduced costs, move out of existing location. Manager purchased the business and ran
successfully after coming out of bankruptcy.
Ukiah Solid Waste Systems, Ukiah CA. (5 month contract)
Designed and improvement maintenance process, relocated, improved layout of large in house maintenance
Pro Bono Work for town non-profit, Cloverdale CA. (4 months).
Devise improve business and operating plan.

JENSEN CORP HOLDINGS, San Jose, CA. 2010-2011
Executive Vice President of Operations:
A $40M Landscaping Construction, Maintenance Company in the Northern California... Provided Class A maintenance
and construction services in the San Francisco Bay area, Monterey, Sonoma, Napa Counties as well as the Sacramento Area.
Duties also include the operational start up of Jensen Tree Service Division in Sacramento CA. Responsible for a staff of
350. In 8 California locations. Reported to the CEO
Successfully Implemented new operational model that was designed to improve site qualities, enhance
customer satisfaction, improve customer retention rate and grow enhancement sales. Implemented change to
turnaround maintenance loses experienced in 2010.
Customer satisfaction has improved by 65% from recent customer polls. Extra Enhancement Sales in the
month of April is projected to hit 70% of base maintenance business. Company wide retention rates has
MICHAEL A. BENETTI 707.894.9303 Page 2 of 3

increased from 83% to 97% with no at fault loses.
Implemented Six Sigma practices that smoothly integrated recent acquisition into the Jensen operating plan.
Established capital appropriations and implementation of corporate practices
New tree division has become profitable since my day to day responsibility of tree operations in Jan. 2011.

Sr. Vice President of Operations
The largest supplier of Redwood lumber products in California, Nevada, Arizona, Utah and Colorado servicing
450 Home Depot stores. Full P&L responsibility of a $200,000,000 sawmill manufacturing, customer service and
distribution redwood lumber business. Responsible for a staff of 400 employees in various functions in three
locations. Reports to the President
Facility was awarded The Home Depot Supplier of the Year in 2007. Rated one of the highest
customer service departments in the industry.
Developed Capital appropriation model.
Improved shipping turnaround time in distribution center by 75% to all CA Home Depot Stores.
Improved productivity and through-put on fence line by 50%.
Help developed automated fence panel equipment that reduced cost by 65%
Reduced inventory levels by 47% in three years at Distribution center.
Developed improved utilization of internal truck fleet and order turnaround resulting in a 99.7% on
time delivery and line fill rate.

BONDO CORPORATION, Atlanta, GA 2002-2004
Vice President of Operations
A manufacturer of body repair polymers for the auto after market segment. Profit and loss for a $65,000,000 auto
after market supplier to the largest consumer and automotive retail parts distributors. Responsible of a staff of 175
in both the manufacturing and distribution segments of the business.
Reduced headcount by 25%.
Implemented and designed automated state of the art mixing and filling equipment with an
$8,000,000 capital improvement project.
Improved on time deliveries to 97%.
Reduced overall operation cost by 15%.

Executive Consultant
An executive management consulting firm specializing in the temporary placement of executive managers
specializing in turn around business situations. Clients were mainly large manufacturing organizations that
needed managers to assume full P&L responsibility, repair the business and help recruit permanent replacements
after business goals were achieved. Served as the Plant Director, Fabrication for Valeo, Wipers, Motors and
Actuator Div., in Rochester, NY (below).

Plant Director, Fabrication
A tier one, $1 Billion dollar manufacturer of wind shield wiper systems, motors and air flow components for GM,
Chrysler, BMW, Ford, Toyota, Honda, Delphi and aftermarket segment. Full P&L responsibilities for a unionized
component part fabrication division of Valeo WMA. Operations include multi-spindle screw machines, precision
grinding, plating, heat treating, progressive stampings, cold form heading, tool repair, tool fabrication, plastic
injection molding and new business development. Achieve ISO cerification
Developed productivity improvements that reduced workforce by twenty percent.
Reduced manufacturing costs by $7,500,000 or 10%.
Attained $9,000,000 of new business in 2001.
MICHAEL A. BENETTI 707.894.9303 Page 3 of 3

Decreased overtime usage by 12%.
Initiated and received corporate approval on an $11,000,000 capital expenditure program.
Responsible for the largest tool and die department on the east coast

GILBERT AND BENNETT INC., Georgetown, CT 1996 - 2000
Vice President of Manufacturing
Manufacturer of lawn and garden decorative steel border fencing, wood fencing and industrial applications.
Company was sold to Pacific Rim Investors and move abroad. P&L responsibilities of a $60,000,000
manufacturer of consumer goods supplying Loews, Home Depot, Wal-Mart and K-Mart. Direct charge of 8
manufacturing locations in Toccoa, GA., Georgetown CT., Blue Island, IL., Dunbar, WV., Scotland Neck, NC.
and Carney, MI., Monterey Mexico, Toronto Canada. Directed workforce of 600, union, non-union and white
collar employees. Operations included wire drawing, welding, annealing, forming electro static painting, wood
sawmill. Also developed raw material steel sources in China and Europe.
Successfully negotiated a closure contract with the United States Steelworkers Union. The 150-
employee complete severance agreement was less than $90,000.
Downsized total manufacturing workforce throughout corporation, before IL. Closure, by 30 %.
Implemented TPM program in GA. Saving that facility $200,000 by reducing downtime and
catastrophic breakdowns in the first year of implementation.


Master of Business Administration, University of New Haven, West Haven, CT
Master of Industrial Labor Relations, University of New Haven, West Haven, CT
Bachelor of Arts, Western Connecticut State University, Danbury, CT

Villanova University; LSSBB, February 2013