Edward G.

Reineke Page 1 of 3
EDWARD G. REINEKE
Berthoud, CO 80513
970.290.6456 ed.reineke@earthlink.net

EXECUTIVE PROFILE

Senior Manufacturing Leader with an MS in Engineering and a track record of increasing productivity and profitability,
improving operational efficiencies, and improving employee output and morale. Skilled at implementing strategies and
processes to scale companies for growth while maximizing both organic growth and growth via acquisition.
Experience as a senior executive includes serving as a Member of the Board of Directors of a publicly traded company.
Expert at implementing new technologies and ERP systems to maximize efficiencies, minimize costs, and to ensure
continuous improvement.
Currently completing certification for Lean Six Sigma, Master Black Belt.

EXPERIENCE

ALFRED MANUFACTURING COMPANY, Denver, CO Sept 2006 June 2014
Alfred is a private manufacturing firm with four divisions: Metal Stamping, Plastic Injection Molding, Assembly, and Precision.
Machining Alfred employs up to 200 employees responsible for running a 75,000 square foot ISO-9000 certified plant.
COO/Vice President, Operations & Executive Committee Member
Hired to transform and modernize the companys culture and operational processes. Led a $6 million operation with 40
employees to its current peak, growing it into a $24 million and 200+ employee operation. Oversaw Manufacturing, Quality,
Scheduling, Supply Chain Management, Inventory Control, Engineering and Maintenance departments.
P&L
Led operations through the growth of EBITDA from 5% to 24% with revenue growth from $6 million in 2007 to its
current $24 million.
Justified purchase of $3 million in capital equipment to support growth.
Championed the benefits of and persuaded the Executive Team to use value add pricing rather than cost plus pricing.

Manufacturing Operations
Implemented a preventative maintenance program that reduced machine downtime by 60%.
Implemented ISO-9001 and a fully integrated ERP system (Visual, a Tier II system) in the same year that one of four
business divisions grew sales revenue from $800,000 to $3 million.
Modified plant layout multiple times to continually increase efficiencies and manufacturing capabilities without adding
square footage to add an assembly division and a 4X increase in capital equipment.

Organizational Development/Talent Management
Transformed corporate culture from a small third generation family-owned business to a business in which decisions were
made based on financial results and sound business principles.
Established an Executive Team and built a high performing team of managers focused on contract manufacturing
technology with an appreciation for and focus on KPIs, goals, and objectives.
Attracted and retained a young vibrant team in an industry known for its aging workforce by effectively selling the future
of the company and the benefits of a career in manufacturing.

Technology
Implemented a corporate-wide Enterprise Resource Planning system and ISO-9001 to migrate an old-school
manufacturing culture into a vibrant process-driven company.
Converted the injection molding process to Scientific Molding process.
Drove Tool & Die design from old-school art to modern computerized 3D modeling and design.


Edward G. Reineke Page 2 of 3
FUSION SPECIALTIES, INC., Broomfield, CO May 2004 Aug 2006
Fusion is a $38 million private non-union company and worlds largest manufacturer of custom mannequins. Customers
include the GAP, Old Navy, Nike, The Loft, J. Crew, Chico, Armani, and Guess.
Vice President, Manufacturing & Executive Committee Member
Recruited by the companys two founders to increase growth in a $16 million manufacturing firm. Led manufacturing, quality
control, purchasing, material control, inventory control, engineering and maintenance departments with 110 full-time and 200
seasonal employees (24x7 at peak). Set strategic and operational directions and goals as a member of the Executive Team.
Notable contributions:
Improved gross margin from 25.6% to 30% with revenue growth from $16 million in 2003 to $38 million in 2006.
Increased capacity 50% and reduced manufacturing cycle time by 25%.
Developed, produced and delivered new product lines that led to an additional $6 million in sales.
Led implementation of a corporate-wide, fully integrated Enterprise Resource Planning system (Vantage, a Tier II system) that
enabled the company to scale and grow organically.
Developed offshore manufacturing suppliers for components and final products to reduce cost of sales.

CYCLO TOOLMAKERS, INC., Longmont, CO Nov 2002 Jan 2004
Cyclo Toolmakers is a private company that manufactures metal, commercial grade polishers.
President and General Manager
Recruited to lead a $1 million manufacturing company.
Notable contributions:
Designed, built and relocated to a new manufacturing office facility in first four months.
Increased net profit 20%. Grew sales 18% in the first year by strengthening and expanding the distributor network.
Successfully implemented new pricing structure that achieved an average increase of 5%.
Negotiated an asset purchase agreement for a specialized automotive detailing equipment manufacturer.

EXECUTIVE DIRECTIONS, Boulder, CO 1999 2002
Executive Directions was a private consulting firm that consulted with manufacturing firms in need of financing, process
improvements, and new marketing strategies.
Vice President, Industrial Operations
Start-up Technology and Manufacturing Firm:
Engaged to help a start-up company secure seed funding, pursue $3 million in series A financing, and facilitate
planning, marketing, product/channel development, contracting/licensing, and quality assurance.
Guided senior management to evaluate and secure acquisitions and alliances including candidate selection,
negotiations, due diligence, market research, and strategic planning.
$5 million private Manufacturer of Safety Harnesses:
Implemented Enterprise Resource Planning system, including needs analysis and selection.
Ensured client ISO-9000 certification through process mapping and alignment of operations with business requirements to
increase output and improve quality.
Fabrication Components for Aerospace Industry:
Conducted due diligence for a client that was considering acquiring a new technology.

DYNAMIC MATERIALS CORPORATION, Boulder, CO 1986 1998
(NASDAQ: BOOM) Dynamic Materials is a $100 million metalworking business with two business segments: NobelClad
(explosion welded clad metal plates) and Oilfield Products/DynaEnergetics (advanced explosive components used to
perforate oil and gas wells).
Vice President, Operations and Member, Board of Directors 1996 1998
Promoted and invited to join the Board after a new CEO was hired. Managed inventory, supply chain, materials,
manufacturing, quality assurance, and logistics for clad metal multi-state, multi-site manufacturing plant. Led a team of 120
purchasing, engineering, quality, manufacturing and inventory professionals.
Edward G. Reineke Page 3 of 3
M&A
Following Dynamics acquisition of DuPont Detaclad, achieved first quarter profitability for combined operations of
DuPont Detaclad acquisition. Merged the two divisions into one division in Pennsylvania.
Key member of M&A assessment and integration team. Conducted financial and operational evaluation of 6 potential
acquisitions, 3 of which were acquired: Spinforge, DetaClad, AMK Welding.

P&L
Grew company to $38 million in 1998.
Improved operations, cost structure, and profitability through organizational change, process redesign, quality
improvement, benchmarking, best practices, and management buy-in.

Talent Management
Restructured the organization, built support team, and developed employee incentive plans.
Transformed corporate culture through team building, open communications, and positive reinforcement.

Quality
Achieved Boeing D1-9000/self-inspection status and 100% Rocketdyne Supplier Performance Index rating.

Dynamic Materials Corporation
Director, Operations and Director, New Business, Explosive Fabricators Division 1994 1996
Promoted to join the Executive Team and to turn around an underperforming division that was generating 100% of the
companys $12 million annual revenue. Conducted in-depth market analysis, investigated competing technologies, and
developed a new corporate strategy.
Notable contributions:
Increased revenue to $18 million per year. Doubled production within two months, achieving record sales and
profitability.
Decreased workforce 27% maintaining production and increasing profitability. Combined two divisions resulting in
reduced management and improved facility and manpower utilization.

Dynamic Materials Corporation
Business Manager, Forming Division 1994
Promoted to oversee P&L and operations for a $4.5 million division responsible for using explosives to form metals. Directed
division activities from sales through manufacturing and developed new metal-formed products from conception through
production. Closed the Forming Division after conducting a market analysis that determined that the techniques used by the
division were not scalable and did not fit the companys growth model.

Dynamic Materials Corporation
Engineering Manager 1986 1994

EDUCATION

NEW MEXICO INSTITUTE OF MINING AND TECHNOLOGY, Socorro, NM
M.S. Physical Metallurgy
B.S. Metallurgical Engineering


AFFILIATIONS

Rocky Mountain Tooling and Machining Association, Member, Board of Directors