Marco A. Rosillo is an experienced operations manager and plant manager with over 20 years of experience in manufacturing. He has a proven track record of streamlining operations, implementing process improvements, and achieving financial targets. Rosillo is skilled in all aspects of project management, budgeting, planning, and production scheduling. He has extensive experience managing manufacturing facilities in both the US and Mexico and has helped several organizations optimize costs, enhance productivity, and improve overall business performance.

1. MARCO A. ROSILLO
5275 E. The Toledo St #6 |Long Beach Ca. 90803
+1 619-551-0913 │ marcarthur2015@outlook.com
PLANT MANAGER/OPERATIONS DIRECTOR
Operational Oversight | Budget Management | Project Management
Experienced Operations Manager with 20 years of experience integrating process improvements for manufacturing
organizations. Expertise in all facets of project management, budget control, planning, and production scheduling for
high-level production corporations. Skilled in collaborating with all members of the organization to achieve business and
financial objectives. Instrumental in streamlining and improving processes, enhancing productivity and implementing
technology solutions. Certified in Six Sigma Lean Processes and Production and Inventory Control Management.
 Operations Management
 Policy/Procedure Improvement
 Strategic Planning& Analysis
 Quality Assurance
 Budget Management
 Profit & Loss (P&L)
 Organizational Turnaround
 New Location Integration
 Change Management
 LEAN Processes
 Cost Reduction
 Dual Citizenship (US/MX)
P R O F E S S I O N A L E XP E R I E N C E
NOVARIA GROUP, - V&M Aerospace, Los Angeles, Ca.
General Manager, V&M– Los Angeles, Ca. 2014 – 2016
As the project manager, streamline operational processes, ERP implementations and introduce process improvements
that enhance productivity and improved OEM response readiness for the following organizations: Gagemak-Intra,
Bombardier Aerospace, Special Metals and V&M Plating. Oversee all operational aspects including but not limited to
planning, tracking, analysis and reporting using sound business acumen. Support an interactive planners workbench that
provides real-time exception reconciliation.
 Manage master schedule of planned orders shop orders and purchase orders.
 Use time-phased netting to display the proximity of Master Scheduler’s Workbench information to balance of
order requirements.
 Provide Work Center capacity reports that include planned and firmed load when used with the Loading &
Scheduling module.
MORGAN TECHNICAL CERAMICS - CERTECH, San Juan del Rio, Mexico 2011 – 2013
General Manager, Certech– SJDR Facility (Mexico)
Carried full P&L responsibility for the more than 200 employee Mexico site, including all departments as direct reports.
Organization is a multi-national aerospace and industrial technical ceramic manufacturer specializing in tight tolerance
ceramic cores for the aerospace, energy, military and industrial markets. Consolidated operations from New Jersey (NJ)
plant to lower cost. Expanded Mexican operation two times and restructured entire operations staff and site
management.
 Achieved three progressive EBITDA records consecutively, resulting in 160% profit growth over three years.
 Completed turnaround of San Juan del Rio Mexico (SJdR) site.
NEX-TECH AEROSPACE, Mexicali, Mexico 2008 – 2011
Plant / General Manager
Managed all operations, quality, supply chain (purchasing/planning) and manufacturing for the Mexicali, Mexico site of
NexTech – a multi-national aerospace and industrial manufacturer specializing in complicated, tight tolerance machined
parts, assemblies and processing for the aerospace, energy, military and industrial markets. Led organization turnaround
of failing Mexico operations, maturing it from “Shelter” status into a stand-alone site. Developed sourcing strategies,
RTBs (right to buy) and LTAs with star vendors that ensured timely arrival of raw materials at best prices available.
 Implemented released-based ordering system for metal supply that reduced raw, WIP and FG inventories by
more than 52% in one year.
 New Lean Implementation across the enterprise with new crewing schedules reduced headcount and created
better workflow and enhanced systems that generated $5MM in annual profit from an operation that was $400K
negative the prior year.
 Implemented a market survey program to realize optimal cost structure on purchased parts and assemblies that
generated $1MM in annualized savings in the first year.

2. Marco A. Rosillo Resume, Page 2
VOLEX, Tijuana, Mexico 2005– 2008
Materials & SCM Americas
Oversaw all supply chain, sales and manufacturing operations across five sub-sites that serviced servicing customers via
multiple sites on three continents. The company provided products for multi-national cable/harness company servicing
IBM, Qualcomm, Flextronics, and HP. Stabilized planning and scheduling operations through rigorous inventory control
and flexible scheduling including pre-assembly operations and NPI distribution and shipping.
 Completed postponement-scheduling strategy that reduced cycle time, increased on time in full delivery to 99.7%
and improved overall cash flow.
 Optimized SC cost structure and removed $2MM in waste and excess cost in first three years through consortium
buying, consignment arrangements and leveraging volume with key suppliers in Asia and South America.
CFM ENTERPRISES, Mexicali, Mx. 2001 – 2005
Manager, Operations
Directed a management staff of 200 encompassing manufacturing, quality systems, technical services, industrial
engineering, logistics, materials and production planning departments. Oversaw P&L, budgeting, and operations for all
manufacturing and distribution lines combining them to realize more than $25MM in sales. Used LEAN and TPM
initiatives to drive operational performance improvement and decreased headcount to improve bottom line.
 Created partnerships with key customers to best understand demand fluctuations and optimize service levels
while decreasing internal inventories.
 Improved site profits by 32%, even while sales decreased by 28% over same period.
GULFSTREAM AEROSPACE TECHNOLOGIES, Mexicali, Mexico/Bethany, Oklahoma 1997 – 2001
Operations Manager, Manufacturing and Quality Systems, 1998-2001
Oversaw migration and alignment of final assembly lines across multiple manufacturing environments, from co-
production partners and in-house processes to Mexicali, Mexico location. Retained complete budgeting and operational
responsibility for all manufacturing locations in Mexico, combining for over $550MM in sales and $66MM EBITDA at
Technologies, Bethany. Directed a management staff of 15 encompassing manufacturing, quality systems, technical
services, logistics, supply chain and production planning departments.
 Managed the development and administration of a $14-19MM annual capital spending budget (CAPEX).
 Analyzed operations and developed turnaround strategies for all sites. Implemented continuous flow plans and
achieved key process improvements that significantly improved the OTD, PPM and PPV ratings.
 Achieved a state of continuous flow through operations consolidation (rightsizing), new plant construction,
driving specification conformance, cost reductions, manufacturing process integration and ensuring consistent
communication throughout the company (Savannah, Bethany, Mexicali).
 Completed installation of Chemical Processing Line (anodizing, generating more than $8MM in annual savings.
Assistant Plant Manager – Mexicali Harness Facility, 1997 – 1998
Developed and implemented a formal six-part quality system throughout the corporation (planning and scheduling,
manufacturing, corporate policy deployment) that resulted in annualized savings of more than $3MM and increased
customer corporate confidence. Developed Quality System to include policies, training, procedures and capital
expenditure budget. Recruited and mentored effective technical service, quality and manufacturing engineers into
necessary areas.
 Reduced final assembly returns from 1.2% of net shipment value to .14% of net shipment value (saving $1.2MM
annually).
 Implemented CAS 2.2 Aerospace version (a fully integrated ERP system), as well as computer-driven statistical
process control system for all Mexicali manufacturing locations.
 Designed and developed automatic gauging systems that increased accuracy and reduced headcount.
E D U C A TI O N & CR E D E N TI A L S
Management Development Courses, Instituto Tecnologico y de Estudios Superiores de Monterrey– QRO-2014
Industrial Engineering, Instituto Tecnologico y de Estudios Superiores de Monterrey– CEM 1988
Certified Production and Inventory Control Management, APICS

3. Marco A. Rosillo Resume, Page 3
Six Sigma Black Belt Certification, Instituto Tecnológico y de Estudios Superiores de Monterrey – QRO