1. RALPH E. KARANIAN, MS, MBA
Wethersfield, CT HM (860) 563-2772
rkaranian@gmail.com Cell (860) 560-3928
SENIOR OPERATING EXECUTIVE
Team builder with strong strategic and operating competency. 25+ years’ experience creating and
leading performance cultures while revitalizing manufacturing & value-added distribution companies.
P&L responsible positions in Fortune 500 and entrepreneurial environments serving both domestic
and international markets. Thoughtful communicator, adept at developing, presenting, and
implementing plans which align resources with mission to maximize results for all stakeholders.
Reengineered organizations, applied Lean Six Sigma, built ISO 9001 registered Quality Management
Systems, developed new products and channels, created recognized ad campaigns, negotiated and
managed strategic alliances, and integrated acquisitions. Lobbied local and state elected officials in
support of company and industry interests.
 Sales & Marketing
 Customer Service
 Financial Management
 Strategic & Operating Planning
 Team Building
 Reorganization
 Product Management  Strategic Alliance Management  Organization Development
 Product Development  Mergers & Acquisitions  Lean Six Sigma & ISO 9001
SELECTED ACHIEVEMENTS
 Stabilized, improved and expanded consumer durables manufacturer – Transformed
privately held former defense industry job-shop into a larger professionally managed, ISO 9001-
2008 registered small arms manufacturer. Grew Kimber Mfg. post destabilizing management,
process and financial failures. Identified core values, created strategic & operating plans, installed
leadership team, process, and controls (including Lean Six Sigma & ISO 9001) and launched new
products to reduce 1911 concentration risk 36% while sales grew 236% to 151M. Earnings grew
337% and were above average. Awarded related US patents.
 Led precision manufacturer to record sales & profits - Managed Moore Products
Company’s’ Measuring Solutions Division through two ownership transitions while sales grew from
$2.5 to 30M+, and earnings tripled to 17%. Created and implemented strategic plan to reverse
decline of mature metrology business by refocusing on high margin niche. Updated and expanded
product offering, improved distribution, and applied Lean to eliminate waste in multi-site operation.
 Built value-added distribution channel to grow sales 81% – Created and implemented
integrated “solutions-focused” marketing campaigns at Pratt & Whitney. Recruited and directed
regional managers, chaired advisory council, and co-authored and presented applications papers.
Doubled quote activity and increased conversions to 50%. Received readership awards.
 Eliminated $1.5M annual operating costs - Conceived and implemented “Genesis 2000” a
company-wide initiative that rallied employees around a new mission and lean operating plan for
$100M division of The Robert E. Morris Company. Streamlined organization to reduce
fragmentation, withdrew from low margin businesses to refocus on sustainable core
competencies, reduced inventory, and cross-trained to improve productivity.
 Developed revolutionary laboratory instrument – As chair of Pratt & Whitney Measuring
Systems’ new product development committee, led transition to laser/PC platform including
acquisition of staff and technology. Created best-in-class laser-based LabMaster
brand, which
came to represent 65% of total instrument sales. Awarded related US patent.

2. Ralph E. Karanian Page Two of Three
EXPERIENCE
Kimber Mfg., Inc - Elmsford, NY 2004 - 2015
Led successful 11+ year transformation of this privately held former job-shop to professionally
managed premium-quality ISO 9001 registered manufacturing organization. Reported to the owner.
Chief Operating Officer – Materially improved and expanded most aspects of this privately held
business after it had outgrown its management, processes, physical plant, and controls. Revenues
grew 236% to $151M, while earnings grew 337% and were above average.
Stabilized, reorganized, recruited, developed and managed up to 628 FTE’s through 8 directly
reporting leadership team members. Fostered an “employer of choice” culture by establishing and
communicating common core values, clear roles & goals, and timely feedback. Organizational
development and employee training initiatives mitigated recruiting challenges and enabled a
successful defense against an organizing attempt by a local Union. Maintained transparency with
weekly staff and one-on-one meetings, monthly leadership team reviews, quarterly employee
roundtables, holiday updates and the COO’s annual company picnic address.
Managed day-to-day sales & service, marketing, material, manufacturing, engineering, quality,
finance, IT, compliance, and human resources to build results driven high-performance team which,
among many other things, accomplished the following;
BUSINESS & PRODUCT DEVELOPMENT
 Grew low-cost 2000+ outlet direct dealer-network augmented with training and incentives to grow
sales 236%. Built quick-response customer service reducing turnarounds below 12 days.
 Created and staffed new product management group to champion Pistol, Rifle and Accessories.
Refreshed ageing 1911 line with new value, core and premium offerings and implemented
strategic multi-year new product plans, managing projects through to manufacturing integration.
 Created and staffed product development capability. Installed stage-gate product development
discipline to create SoloTM
and MicroTM
pistols, K6sTM
revolver, and HunterTM
rifle platforms to cut
1911 dependence 36%. Was awarded patents and recognized by industry with several awards.
 Refocused brand message. Created new lifestyle content and published dealer newsletter.
Launched optimized website and new digital ad, Email, and social media campaigns.
 Supported industry interests by lobbying local representatives and authoring letters to editors.
IMPROVED & EXPANDED OPERATIONS
 Revamped planning and inventory control systems, improved engineering master and inventory
accuracy, and reinstalled Visual MRP to improve both MPS mix and delivery performance.
 Achieved stretch shipment budgets while reconfiguring process flow and commissioning an
additional 160KFT2
of factory space to grow potential output 365%. Created 6 manufacturing
centers/cells – all feeding a newly commissioned 100KFT2
final finish, assembly, and test facility.
 Expanded engineering to improve process capability and speed new product integration.
 Implemented Quality Management System to control cost of quality and earn ISO 9001-2008
certification. Adopted six sigma problem solving discipline while developing quality standards,
procedures and controls. Cut scrap & rework and improved assembly first pass yields to 90+%.
ADMINISTRATION
 Restructured finance and IT departments to generate actionable information. Upgraded and
reinstalled poorly implemented ERP system, trained departmental super users, and generated
many new periodic scorecards/reports, which allowed for better visibility and control.
 Staffed new compliance department to effectively address ATF, CADOJ, ITAR, EPA, and OSHA
related issues. We were in good standing with all.

3. Ralph E. Karanian Page Three of Three
Multi/Comm, Inc., Cromwell, CT 2000-2003
A privately held voice & data communications company serving small and mid-size businesses.
General Manager & Principal – Created roll-up plan and led this $2.5M, 18 FTE voice & data
communications company through retrenchment to profitability during economic downturn.
 Reorganized and relocated company. Implemented new operating systems/procedures to
improve productivity from 55 to 72%; reduce AR from 50+ to 33 and boost cash flow.
 Improved and developed sales process to grow consolidated margin from 32 to 36%.
The Robert E. Morris Co. (A Meritage Company), Farmington, CT 19982000
Recruited to this $250MM provider of integrated manufacturing solutions; reported to the Chairman.
President & Chief Operating Officer - Streamlined operations, exited weak businesses, reduced
inventory, and cut period expenses to lower break-even by 1.5MM+ and reduce operating loss 40%.
 Introduced “GENESIS 2000”, an initiative to realign resources with mission and rally employees.
 Initiated drive to improve direct sales competency and implemented new distribution policies that
transferred 10% of fixed technical support costs downstream.
 Developed Capital Asset Lifecycle Management (CALMSM
) program to meet growing Supply
Chain Management needs of customers, increasing large account sales 5% as a direct result.
Moore Products Co., Spring House, PA 1987-1998
$170M publicly traded process control company which acquired the Pratt & Whitney division.
Advanced, (as ownership changed) from Colt Industries’ Management Development Program (MCS)
through progressively larger P&L responsible GM assignments.
 Vice President & General Manager, Moore Measurement Solutions – Directed $30M, 175
FTE dimensional measurement systems and software controls manufacturer. Restructured to
centralize management of three separate business units (CT, PA, and England), improving
consolidated gross margin to 40%, boosting on-time delivery to over 90%, reducing overtime by
50%, and improving consolidated earnings from 8 to 14% to generate 26% ROE. Consolidated
sales organizations, established distribution channel standards, created/chaired advisory council,
and redesigned incentives to grow sales 24% to $30M.
 Vice President & General Manager, Pratt & Whitney Precision Products Group – Managed
$20M, 75 FTE business which manufactured, imported, and distributed measuring and metal
cutting technology. Established national “solutions-focused” sales channel to grow sales 81% to
$20M and triple earnings to 15%. Also led product development to create several laser-based
brands - which represented 65% of instrument sales. Awarded patent.
 Management Development Program (MCS) and related assignments, Colt Industries
EDUCATION
MBA The Lally School of Management, Rensselaer Troy, NY
MS, Mgt. Eng. The Lally School of Management, Rensselaer Troy, NY
BA St. Michael's College Winooski, VT
Continuing Education: Planning, operations auditing, MRP, sales management, M&A, Predictive
Index (PI), Lean & Six Sigma (Brown Belt), and The Balanced Scorecard.
Community Service: Wethersfield Councilman, Strategic Planning Committee, Youth Sports Coach