1. Gregory Walley
(830) 221-5182
gaw57@sbcglobal.net
OPERATIONS PROFESSIONAL
Facility Leadership | Lean & Continuous Improvement | Quality Systems
Change Management | Cost Control | Budgets & Forecasts | Inventory Management
Workplace Safety | Labor Relations | P&L Oversite
Action-oriented leader that transforms operations into competitive, productive and streamlined business units.
Expertise employing Best Practices that improve daily operations, workplace safety and product quality, ensuring
high customer satisfaction and revenue flow in competitive markets. Skilled at modernizing equipment and work
methods, developing modular, automated reporting systems, employing Lean Manufacturing methods and
implementing training and skill development for staff. Motivates staff to exceed expectations and work
productively in team settings to achieve bottom line results.
CAREER HISTORY AND HIGHLIGHTS
Hallmark Cards, Inc., Universal City TX 2013-2016
Fulfillment Center Manager
Led start up and operation of manufacturing/fulfillment facility in support of customer orders from 30 retail outlets.
Manufactured custom, personalized products for over 200 offerings, utilizing laser engraving equipment, digital
printing equipment, binding equipment, heat transfer equipment and embroidery equipment. Responsibilities
included product development, skill development, equipment installation/maintenance, inventory control,
operational safety, quality control, packaging, shipping/receiving and customer service/support.
Fresh from Texas, San Antonio TX 2012
Production Manager
Directed manufacturing of fresh cut fruit and vegetable processing/packaging for 450 employee operation.
Coordinated temporary staffing and full time employee labor schedules to support 2-shift 7 day operation,
meeting rapidly changing, time sensitive customer requirements. Onboarded over 200 new employees, providing
OTJ training and support. Responsible for $25M annual operating budget.
• Employed best practices to enhance food safety, GMPs, product quality, productivity and employee safety.
Vertis Communications 1998-2011
A $1.2B printing company that is a leading provider of print and related multichannel solutions to retailers,
newspapers, marketers and publishers.
General Manager, Lufkin Texas Division (2009-2011)
Promoted to manage 24/7, high volume advertising printing operation, integrating operations into parent
company systems post acquisition. Operational and financial responsibility for 195-person site. Directed $70M
budget.
• Averted loss of major $15M customer through corrective and preventative actions that improved
client communications, resulting in 95% reduction in complaints over 10 month period.
• Consolidated two facilities post merger by installing common business model and
developed/implemented business transition plan within 12 month period.
• Reengineered outdated infrastructure. Drew on company resources for installation and training for
multiple projects including wireless communications, order entry system, WMS, MRP and accounting
systems. Completed all projects in 14 months, delivering concurrent operational training.
• Developed and installed labor management systems to include new shift structure, equipment cross
training and labor cost tracking process. Reduced overtime and labor costs by 10% over a 6 month period.
• Assembled effective management team post merger, utilizing demonstrated leaders from multiple
facilities.

2. Gregory Walley, Page Two
Vice President/Division Manager, San Antonio Texas Division (2002-2009)
Operations management of 24/7 printing facility. Implemented performance improvement, preventative
maintenance and facility management initiatives to reduce costs. Operational and financial responsibility for 95-
person staff. Directed $40M budget. Orchestrated multiple equipment rebuild/modernization projects with no
disruption of production. Adopted lean/six-sigma manufacturing improvement methods. Obtained Green belt
certifications for key employees and Black Belt certification for Lean/CI Manager.
• Accomplished $10M in capital improvements to major press equipment on schedule/on budget and
realized 2 year ROI through performance improvement and waste reduction.
• Hired dedicated manager to lead multiple projects, saving $300k, $500k and $1M in years one
through three respectively through waste reduction and operational improvements.
• Overhauled facility safety program, by implementing employee based safety committee, daily/weekly
safety training targeting high risk behaviors and setting standards for improvement, reducing workplace
incidents and AFR by 50% over two year period.
• Increased employee morale and performance through multiple recognition programs, improved
employee public facilities/awards, increased communications and events to promote team building.
• Collaborated with Human Resources to improve entry level candidate screening requirements by
tasking crew leaders to implement inclusion initiatives in the interview process; reducing entry level turnover
from 50% to 15% over a two year period.
• Reduced downtime and waste through effective vendor partnerships, improving measurements to
accurately identify dollar cost losses from supply quality issues and recover $100k in the first year.
• Assembled industry leading management team by setting achievable goals and recognizing
accomplishments, moving from a rank of 20, out of 21 manufacturing facilities, to a ranking of 3 in overall
performance within 18 months.
Operations Manager, City of Industry California Division (1998-2002)
Led manufacturing, providing leadership to multiple production areas including pre-production, pressroom, traffic,
and customer service. Managed eight direct reports and 250 employees with $70M budget responsibility.
• Led company-wide project team to update imaging technology by researching high tech alternatives
and leading implementation in all 21 facilities to transition 100% of workflow to CTP technology; saving
$21M in annual labor costs within one year.
• Engaged engineering department in consolidation of two bindery manufacturing operations by
relocating equipment to a single facility; which reduced annual transportation costs by $100k, labor expense
by $250k and maintenance costs by $50k.
• Collaborated with company-wide team to develop modular automated manufacturing reporting
system by identifying KPI’s and recommending user friendly computer interface, subsequently led
implementation across 21 facilities, reducing administrative staff by 50% for $1M annual cost savings.
EDUCATION/PROFESSIONAL DEVELOPMENT
Associate of Arts, Business Management, Graphic Communications
Pasadena City College, Alpha Gamma Sigma Scholarship
Bachelor of Science – Work in Progress
Champion, Lean Manufacturing, Six Sigma, Vertis Communications
OSHA Compliance, Environmental Health & Safety, Vertis Communications & San Antonio Manufacturers
Association