David Schmidt

Oversaw operations of multiple business units with combined annual revenue of $350M, driving purchase teams to profitably acquire over 2M tons of recyclable material annually. Created and implemented a five-year, board-approved transformation strategy across HR, Finance, Commercial, and Operations. Executed transformative initiatives including Lean deployment and a comprehensive behavior-based saf

Led nine plant operations across multiple states, producing over 600K annual plant tons and generating $135M in revenue. Drove a mill-centric cost-center transformation to optimize feedstock supply and cut overhead costs. Implemented a disciplined capital allocation strategy, achieving over 30% ROI, and ensured all North Region plants met or exceeded budget goals amidst labor, COVID, and cybersecu

Managed three plant operations, exceeding FY13 net profit goals by 1,927% and ranking as the top plant among all Rock-Tenn Recycling facilities. Consolidated Orlando operations into Tampa, transforming a $150K/month loss into a $300K/month profit, making Tampa the highest-profit plant in the region. Devised and executed an alternative market strategy that drove sustained volume growth and margin i

Directed four regional plant operations to meet division growth and strategic supply-line goals, maintaining a zero-frequency safety record across all Midwest facilities. Streamlined processes to support mill system demands, ensuring reliable fiber supply and cost optimization. Led cross-functional teams, integrating corporate initiatives with local plant-level strategies to boost morale and effic

Managed over 100 employees across two major recycling facilities, reversing a 12.5% annual volume erosion to a 5% increase by FY06. Generated an additional $2M/year in EBIT through cost reductions, plant efficiency upgrades, and headcount optimization. Reduced headcount by 25% while maintaining service quality and increasing monthly throughput to over 25K tons.

Managed a 15-person team in Rock-Tenn’s largest recycling facility, increasing profits by $1.06M in 24 months. Streamlined operations by reducing staff from 36 to 15 while boosting throughput by 20% and increasing brokerage purchases by 40%. Achieved the lowest man-hours per ton among 15 recycling plants, cutting safety incidents from 5 to zero for over 20 consecutive months.

Managed eight employees in a 32,000 square foot facility, successfully transitioning the plant from a cost center to a profitable profit center. Held total P&L responsibilities, overseeing significant capital projects like a $1,000,000 baler and a $280,000 hogger. Grew the business by adding an additional 2000 tons per month.

Supervised and directed the Mill Handling and Sorting departments with a combined staff of sixty union shop employees. Ensured high-quality standards for all material sold and investigated and reported all accidents or near misses. Managed personnel issues, including timecards, staff schedules, and monthly reports, while enforcing safety and company rules.

Responsible for winding paper rolls off the machine, maintaining housekeeping in the project area, and troubleshooting manufacturing discrepancies. Practiced daily quality control checks in the manufacturing process and participated on the Safety Committee. Operated in the capacity of Union Steward for the United Paper-workers International Union, Local 264.

Managed a staff of up to sixteen sales representatives, overseeing customer service, including responding to questions and inquiries regarding merchandise, service contracts, and store policy. Ensured effective sales operations and customer satisfaction within the audio department.

Earned a Bachelor of Science in Business Administration with a concentration in Finance. Gained foundational knowledge in financial management and business operations.

Completed a Master of Business Administration degree. Focused on advanced business principles and leadership.