http://www.linkedin.com/in/jerrycthompson

I am a Professional Management Executive who has extensive technical training and customer service experience. I started my career working in an electric motor repair shop at the age of 15. Upon graduating from high school at the age of 16, I continued my apprenticeship at the motor shop and studied AC/DC electrical theory and troubleshooting. It was during this time that I first learned about customer service by attending to the counter sales department as part of my duties.

My next job was working for Aggregate Construction Equipment, a construction rental company, as a technician. At Aggregate, I was introduced to pneumatics, hydraulics, electrical, and mechanical troubleshooting, and repair techniques. At the age of 20, I was promoted to service manager with the responsibilities of running a repair shop with 5 technicians. My attitude, skills, and experience led me to the Branch Manager role in Spring Hill, TN. This operation was a satellite branch primarily catering to the Saturn Automotive project and was eventually moved to a permanent location in Nashville. I was instrumental in opening the Nashville branch which included selecting store location, supervising a $250,000 remodeling including contractor negotiations and developing the local market. Under my guidance, branch revenues grew from $0 to $3.2 million per year.

The 1990's were a troubled time for the rental industries. Numerous buyouts, mergers, and takeovers convinced me to go out on my own. Upon securing a multi-year contract with TVA, I started Equipment Repair Services in Columbia, TN, a full-service construction equipment sales and service company. For 5 years, I made a successful living at this endeavor., however a decision was made to close the business after the 3rd building, I was leasing was sold, and the lease bought out.

It was at this time that I was hired as one of the first 16 employees for Accuride Corporation in Columbia, TN. Accuride Corporation was a tier 1 supplier manufacturing wheels for Ford Motor Company, that wanted to implement a team driven concept into a manufacturing plant. Hired as a technician, I was rewarded with 1086 hours of documented technical, Lean Manufacturing, and team building training. During my employment, a decision was made by management to eliminate the outside MRO supplier, Cambar Associates. I was promoted to the position of Stores Coordinator and tasked with developing an internal Store/MRO department. Unfortunately, in 2002 a decision was made to move the plant operation to an existing Canadian location and the Columbia plant was closed.

Utilizing NAFTA benefits and outplacement benefits, I decided to pursue a degree at Columbia State Community College. Courses of study were for Business Management, with an emphasis on Industrial Technology. I graduated Summa Cum Laude in 2004.

Upon graduating, I took a job with Crane America Services, a material handling company that specialized in industrial overhead cranes and hoist, as an Inspection Manager. The Inspection Manager is responsible for driving a service department that performs OSHA required inspections for different industries. In a less than a year, I was promoted to Service Manager with full responsibility for a 12-person service department.

In October of 2008, I was promoted to Branch Manager with full P&L responsibility of a $4 million plus location. During my tenure, I was successful in increasing revenues by 45% with a corresponding increase in profits. I and my team exceeded goals set by management for Fiscal year 2009, 2010, and 2011 and was awarded the newly established Southeast Region Branch of the Month Award for December 2011 and January 2012.

Late 2012, Terex industries made an offer to buy out Crane America Service with plans to relocate our office an additional 50 mile north of our current location. Considering the move as well as a duplication of roles and a substantial severance package, I decided to leave CAS to try out a new career as lead estimator for Quality Builders, a general contractor based in Spring Hill, TN.

In 2014, I was offered a contracted position with Bridgestone Americas tire plant in LaVergne, TN as a maintenance planner. I was tasked with planning and executing the predictive/ preventative maintenance program for 7 production lines. These duties include planning and coordinating the work for up to 30 technicians consisting of mechanical and electrical tradesmen. The workforce is a combination of union and non-union employees and contractors. I worked with the engineers, maintenance leads, and stores department to ensure that the correct spare parts are on hand. I maintained, updated, and confirmed that the ECP, (Lockout, Tag-out) program was correct and up to date. As part of the work scheduling, I Identified and secured all parts and material required to complete the work. During my tenure, I’ve increased the average percentage of monthly PM’s complete from 78% to 91% with a corresponding decrease in down time. I’ve worked with other production lines in order to bring their Lockout/Tagout programs up to date and into 100% Bridgestone compliance.

February 2022, I took a contract job at GM to develop and implement a spare parts program for a new paint shop project in Spring Hill, TN. I was responsible for building a spare parts program from the ground up to support all maintenance activities needed to keep the production line running. Using information provided by the general contractors, engineers, maintenance staff, site integrators, others, I successfully developed a $4.6M dollar inventory. Along with developing the spare parts program, I put together a spart parts library that consists of drawings, bill of materials, manuals, and OEM recommended spare parts as well as provided training to maintenance crew on how to access and use it. Although the original contract was for 18 months, GM chose to extend the contract to the end of January 2024.It was a great job, Just ended too soon.

--- Click here for a copy of my resume ---

Jerry@jekejosh.com   931-674-1360