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Larry Jackson Manufacturing Executive Leader
Executive Summary:

A Strategic and Tactical Executive P&L Leader with Integrity, Intelligence, Experience, and Dedication who aligns people, processes, and business management systems with strategy and vision to maximize top-line growth and

bottom-line profitability in private equity, turnaround, and established business environments.

A change agent that uses Lean Enterprise Principles to address diverse business challenges in emerging and mature markets driving continuous improvement to maximize flow, increase efficiency, and support required EBITDA expectations through waste elimination.

A proven hands-on leader at operational excellence driving strategy deployment, performance management, creating high-performance teams, ongoing improvement of existing processes, increased customer satisfaction, and driving accountability resulting in favorable results.

Industry Knowledge:
  • •Lean manufacturing 4.0
  • •Thermal manufacturing process
  • •Electronic and Structural Systems
  • •Manual & CNC machining and forming
  • •Metallic and Composite manufacturing
  • •Aerospace Specialty Fastener manufacturing
  • •Airframe Structural Design and manufacturing
  • •Gas Turbine Engine Maintenance, Repair, and Overhaul
    • Key Strengths:
  • •Leadership skills.
  • •Change-management.
  • •Team- and relationship-building.
  • •Strategic thinking and execution.
  • •Communication and presentation.
    • Competencies include:
  • •P&L Management.
  • •Customer relationships.
  • •Short and long-term strategic planning.
  • •Top-line growth and bottom-line performance.
    • Professional Experience
    President, Morton Manufacturing - Two-year contract

    Supplier of nickel-alloy bolts for gas-turbine aircraft engines.

  • •Full P&L responsibility for $40M operation.
    • 02/2023 – 08/2025DFW / California Hybrid
  • •Increased Top-Line sales by 72%.
  • •Improved efficiencies from 56% to 84%.
  • •Decreased cost of sales from 79% to 56%.
  • •Increased GM from flat to an average of 48%.
  • •Increased average cash flow from <100k to >1.2M.
    • President, NITREX

    High-temperature vacuum furnaces for Aerospace, Medical, and 3D printing.

  • •Full P&L responsibility for $120M operation.
    • 02/2020 – 02/2023Corona, California
  • •Developed & and hired a new leadership team and redefined the organization to focus on customer satisfaction through improved delivery, quality, and execution performance.
  • •Improvement of OTD from 67% to 98% during the pandemic year of 2020 by Implementing Six Sigma tools, 6S training, Gemba walks and defined KPI reporting.
  • •Reduced cost of sales by inventory management, automation, and putting a monthly budgetary control in place.
    • Chief Operating Officer, Avcorp Industries/Latecoere Aerostructures

    Precision Machining and Metal Fabrication for the aerospace and defense industry.

  • •Full P&L responsibility of $270M operation.
    • 03/2017 – 02/2020Gardena, California
  • •Developed Annual Operating Plan (AOP) and short-term business plan.
  • •Improvement of OEE from 71% to 85% by cycle time documentation, improved programming, daily equipment inspections, and scheduled PMs for peak performance.
  • •Improved bottom line Gross Margin (40%) and EBITDA (32%) by inventory management, reduction of cost of goods, increased pricing, and waste reduction.
    • Senior Vice President, Ducommun Incorporated

    Manufacturing and engineering services for the aerospace and defense industry.

  • •Full P&L responsibility of $310M operation.
    • 04/2013 – 03/2017Gardena, California
  • •Accountable for 300+ employees with seven direct reports - Finance, HR, Contracts, Operations, Engineering, Quality, and Supply Chain.
  • •Implemented Standard Operating Procedures (SOP) and measured standard work for all key processes improving efficiencies by 22%.
  • •Reduced scrap from 4.5% to 1.5% via the application of Pareto analysis, Process mapping, Fishbone diagram, and five why problem-solving.
  • •Developed strategic plans using Hoshin Policy Deployment (X-Matrix) for goals, strategies, strategic projects (initiatives), and owners.
    • Executive Vice President (Multi-Site), Cadence Aerospace

    Manufacturer of aerospace and Defense Components.

  • •Full P/L responsibility for $300M Operation.
    • 05/2008 – 04/2013Torrance, California
  • •Accountable for 320+ employees with seven direct reports - Finance, HR, Contracts, Operations, Engineering, Quality, and Supply Chain.
  • •Improved inventory turns from 2.6 to 9.4 with a DSO reduction of 10 days by encouraging customers to preorder, along with improved demand forecasting accuracy.
  • •Improved profit performance from loss to significant double-digit EBITDA by cutting back on outsourcing, Min-Max inventory management, and aggressive aftermarket sales.
  • •Improved OTD from 68% to 98% by having new order status meetings, first in, first out (FIFO) method, and accurate forecast planning and inventory management.
    • Director of Operations (Multi-Site), Sargent Aerospace & Defense

    Manufacturer of aerospace high-strength fasteners and hydraulic assemblies.

  • •Improved efficiencies from 72% to 85% by implementing Value Stream swim lanes, proper equipment, and tooling cutting waste.
    • 06/2003 – 05/2008Torrance, California
  • •Achieved >10% Compound Annual Growth Rate (CAGR) in Revenue by successfully managing the NPI process with a minimum of 10 projects.
  • •Achieved an average of 96% OTD by creating robust visual boards and daily Gemba walks.
  • •Maintained required inventory turns of 6 by weekly inventory review board and understanding and training of lead times.
    • Business Unit Director (MRO), CHROMALLOY

    Provider of maintenance, manufacturing, and repair services for gas turbine engines.

  • •Led a $70M Aerospace and Defense FAA MRO Repair Station (Part 145). Complete overhaul and repair of PT6A-27, PT6A-34, PT6A-36, and Gas Generator Cases for major Aerospace OEMs.
    • 07/1988 – 06/2003Dallas, Texas - 15 Years
  • •Giving direction and leadership to department managers overseeing the shop floor production activities, Supply Chain strategy, Workload planning, Quality, Materials, and Facility management.
  • •Ensuring safe, profitable, and prompt production of budgeted goals and implementing cost-saving manufacturing techniques and methodologies.
  • •Implemented ERP system and trained staff on Inventory control, Inventory management, Purchase planning, Production planning, Work scheduling, Resource management, and Data management.
  • •Reduction in the product cycle time of 48% by reprogramming, increasing proper feed and speed rates, adjusting the adequate depth of cuts, and using appropriate tools/cutters.
    • Education
    Executive MBA, University of California, Berkeley

    Business/Corporate Communications

    2003 – 2005Berkeley, California
    Associate degree, California State University, Long Beach

    Mechanical Engineering

    1988 – 1990Long Beach, California
    Bachelor of Science, The University of Texas

    Accounting and Business/Management

    1984 – 1988Arlington, Texas
    Certificates
    CATIA V5 Mechanical Design

    Glendale Community College

    Issued 2006

    Lean, Statistics, Theory of Constraints

    The University of Texas at Dallas

    Issued 1993

    Black Belt Certification (BB)

    Chromalloy

    Issued 1994

    FAA REPAIRMAN LICENSE

    Chromalloy

    Issued 1988

    Colleagues describe me as:
  • •A powerful communicator who creates clarity, trust, and motivation.
  • •A knowledgeable professional who can visualize growth opportunities.
  • •A strong leader who leads by example, listens, and takes responsibility.