1. PAUL SEREX
3720 Hickory Hill Drive
Nashville, Indiana 47448
(812) 325-3174
pserex@indiana.edu serexassociates@gmail.com
PROFESSIONAL EXPERIENCES AND BACKGROUND
BUSINESS SKILLS
Business Process Reengineering:
• Mapped current process flow from Product Development through Shipping. Reengineered processes
and positions in order to meet changing business model; documented accountabilities, responsibilities
and lead times. Implemented Master Schedule based upon model.
Organizational Development:
• Created Master Schedule to plan and direct product flow, from New Product Development through
with Shipping. Guided company to record volume of production, including largest one-time order in
its history;
• Oracle ERP implementation of Material Resource Planning and Work-in-Process modules.
Project Management:
• Overall Project Manager in systems integration of four standalone commercial software packages,
including SalesForce, QuickBooks, Paylocity and People Matter.
• Design and implementation of agricultural sprayer parts website (SpraySmarter.com) for major client.
• Implementation of Microsoft CRM
• Developed Operations Project Management Teams to partner with Sales and Marketing, coordinating
each retail release/program/opportunity; developed project timelines and strategy, which met or
exceeded all ship dates.
• Lead several multi-million dollar projects, including a project that placed over 200 retail SKUs in
800+ stores of a major retailer in 4 months, from design through delivery.
• Coordinated the launch of two separate companies into third-party maintenance of Honeywell
mainframe computers. Organized logistics, trained both in-house and contracted service technicians.
Interfaced with largest clients to monitor service quality, instituted quality standards for parts.
Successfully signed ~750 clients to multi-year contracts over 6 years.
Turnaround Management:
• Instituted turnaround of multinational manufacturer of Ultra-Violet ink. The company founded an
entire industry but was in crises due to internal inefficiencies and competitive pressures. Significant
accomplishments include:
o Supply Chain Management: Forged new Distributor relationships in China, Thailand and United
States. Developed co-supplier relationships;
o ISO 9000/Operations: Trained staff on Troubleshooting and Analytical and Process Modeling, leading
to ISO9000/2000 certification;
o Marketing: Established Marketing Department and New Product Development process. Successfully
launched new products into new and existing channels, and new products for emerging markets.
Developed breakthrough product in JV with Fortune 100 company;
o Sales: Instituted competitive transfer pricing for European and Asian subsidiaries. Initiated aggressive
pricing scheme to inhibit entry by foreign competitor and capture market share;

2. o Internal Organization: Renegotiated Long Term Debt. Established proper Corporate Governance in
Asian Subsidiaries.
• Designed and implemented Master Scheduling software to remove bottleneck at manufacturing unit.
Directed technical and factory personnel to organize, develop and implement daily shop floor
schedules and capacity planning. Eliminated backlog, stockouts and outsourcing in 4 months.
Territory Manager:
• Opened the Pacific Northwest territory for agricultural implement manufacturer. Designed and
implemented Sales and Marketing programs, recruited, trained and collaborated with local distributers
and developed strategic relationships with local owners. Increased sales 100% in two years before
transitioning duties to a local company representative.
• Developed Sales program for Canadian territories; attended agricultural trade shows.
Training and Personnel Development:
• Kelley School of Business, Indiana University: Design, implement and teach two courses in
Business Analytics. Courses include development of Critical Thinking and Problem Solving skills,
along with use of analytical tools.
• Business: Instruct, coach and measure staff in business and analytical modeling, process mapping,
critical thinking and problem solving, general management strategy and project management
optimization. This was done, not only to backfill and to reduce dependency on one individual, but
also to create the next generation of leaders and provide succession plans.
• Technical: Scope of stand-up training for technicians included theory of operations and
troubleshooting on mainframe computers and peripheral devices. Done in conjunction with entry into
third-party markets.
General Business Planning:
• Authored complete business plan for two Internet start-ups, including full financial pro-forma
statements.
• Designed financial models for large capital purchases.
ANALYTICAL AND DECISION MODELING
Database development: Access, PICK
Business Modeling: Organize decision rules, risk tolerances and variability analysis, then developed analytical
representation to match each. Tools include Advanced Excel, Risk Analysis (@RISK) and Linear Programming.
Models created include:
• Sales: Cost of Ownership v. Outsourcing model for major agricultural equipment manufacturer. This
became the basis for a national marketing campaign;
• Margin Model: Activity-Based Costing template to calculate direct cost of products. A derivative
used to calculate transfer pricing between subsidiary business units;
• Capacity Planning: @RISK analysis combines variability in production centers with current demand,
to identify bottlenecks and anticipate overtime;
• Retail Pricing Template: Value-Based pricing model for retail products;
• Retail line Rationalization: Reduced retail SKUs from 1600 to 950 via linear programming based on
sales performance and qualitative criteria. A derivative used to create optimal product placement for
major retailers.

3. WORK EXPERIENCE
Consultant
Serex Associates, Inc. Nashville, IN September 2003 – to present
• Development and implementation of business models both qualitative and quantitative:
strategic, tactical and analytical.
• Instruction in Business Analytics, including Data Analysis, Simulation, Optimization and
Estimating models.
Clients include:
• Ring-Co, Trafalgar, Indiana
• ECU Staffing Systems, Indianapolis, Indiana
• Equipment Technologies, Mooresville, Indiana
 The Morales Group, Indianapolis, Indiana
 Central Restaurant Supply, Indianapolis, Indiana
 Anchor Industries, Evansville, Indiana
 Palisade Corporation, Ithaca, New York
 D&M Tool Corporation, Springville, Indiana
 UITS, Indiana University
 Hoosier Energy, Bloomington, Indiana
Kelley School of Business, Operations and Decisions Technologies
August 2013 –……………………………………Senior Lecturer
January 2007 – May 2013………………………..Lecturer
January 2005 – December 2006…………………Visiting Lecturer
January 2004 – December 2004…………………Adjunct Lecturer
August 1998 – May 2002………………………..Adjunct Lecturer
August 1995 – May 1997………………………..Associate Instructor
President and CEO
Nor-Cote International. Crawfordsville, IN
June 2002-June 2003 (Firm was sold in June 2003)
Operations Consultant, July 2003-2004
Senior Operations Leader
InterArt Distribution (A Subsidiary of Hallmark Cards) Bloomington, IN 1997-2002
VP, Master Scheduling and Operations Analysis (InterArt) 1999 – 2002
GM/VP Operations (Graphic Impressions, Printing Unit of InterArt) 1997 – 1999
Hardware Products Manager
Operating System Support Boca Raton, FL 1991-1995
National Technical Support
National Customer Engineering Seattle, WA 1989-1991
Field Engineer
Honeywell/Bull Information Systems Seattle, WA 1981-1989

4. BUSINESS ASSOCIATIONS
The Alliance: A Forum of Indiana Business Leaders 2004 - 2013
Board of Directors
Ring-Co, Trafalgar, Indiana 2016 -
HONORS
Honeywell/Bull Information Systems- “Best of CSD” regional award for technical excellence (1986)
Trustee Teaching Award, Kelley School of Business:
• Nominated: 2009, 2014, 2015
• Awarded: 2015
EDUCATION
Indiana University, Bloomington, Indiana (Kelley School of Business)
- M.B.A; Operations and Entrepreneurship
Middlebury College, Middlebury, Vermont
- B.A.; Philosophy
Renton Technical College, Renton, Washington
- Electronics