Networking Plan- Mark Sanzone

                                                       Mark Sanzone, MBA

                                               >>>  NETWORKING PLAN  <<<

An influential, results-oriented Director | Operations Manager who consistently identifies areas requiring continuous improvement actions through strategic alliances, collaboration, and Six Sigma initiatives. Directs cost management, waste reduction, and enhances quality while increasing profit margins. Coordinates teams of professionals to new levels of success while factoring EHS (Environmental, Health and Safety) compliance requirements. Strong technical and business qualifications with an impressive record of accomplishment. More than 10 years of hands-on experience in strategic planning, project management, business development, marketing, and customer service initiatives.  A certified Black Belt in Lean Six Sigma DMAIC

process improvement methodology.



Director level, Operations, GM, Plant / Quality Manager, Business Unit Manager – Service, Light-Manufacturing, Marketing, Sales, Customer Service. Will travel extensively and/or relocate.


INDUSTRIES: Automotive, Automotive-related, Service, Light-Manufacturing, Consumer Goods, Healthcare

TARGETS: Listed below, also including small to mid-size privately held organizations.



Overhead Door


A.R.E. Accessories LLC

BASF / PPG / AkzoNobel / Sherwin Williams

Avery Dennison

Danaher / Fluke

AirGas / Safety-Kleen / Aramark


Advance Auto Parts / AutoZone / NAPA


Boyd Group


Corsa Performance


Dealer Tire


Goodyear / Bridgestone Firestone

Summit Racing / Trick Flow Specialties


Case WRU

Little Tikes / Step2

First Energy




Carlisle Friction Products / Bendix

Sandridge Food Corp. / Shearer’s Foods

V&M Star

WW Grainger

Steere Enterprises

Griffith Labs / Smuckers


US Chemical


Preferred work functions include:


1. Implementing sustainable business solutions

3. Lean Six Sigma Black Belt DMAIC projects

2. Empowering, coaching, mentoring, developing associates, and measuring performance

4. Business process / quality improvement and customer relationship building


1. Produced and facilitated a Lean Six Sigma Black Belt DMAIC (Define, Measure, Analyze, Improve, Control) project. Assessed business performance and analyzed production environment. Determined root cause of labor variability, and revealed numerous cost effective opportunities to reduce overages and improve the bottom-line at a multi-million dollar heavy industrial motor refurbishing operation. Projected first year annual return to the bottom line of $182,000 - $660,000 dependent on extent of Lean processes implemented to eliminate waste during production. Required no capital investment in infrastructure

2 Monitored and strongly influenced drivers in order to yield improved internal business performance and customer service, which increased EBITDA by 8%


3 Coached direct reports (GMs) in the operation of the business utilizing Lean processes, tools and tenants, which reduced waste, improved throughput and flow by 12%