Thomas Turner

Project management for acquisitions & divestitures, entity valuations for special purposes including goodwill and financial asset impairment tests.

Provided project management for the post-merger integration activities for two regional acquisitions. Other projects included the attempted carve out and divestiture of a regional business and due diligence on three regional acquisitions. Coordinated all integration related activities for the post-merger integration of a major global corporation into BASF as the Program Manager for the North American Integration Management Office.

Responsible for administering the annual documentation and testing program to ensure compliance with the requirements of the Sarbanes Oxley Act in the NAFTA region. Developed a team of internal process experts to reduce the cost of compliance, streamline processes, share best practices, and eliminate the reliance on costly consulting services. Additional responsibilities included coordination of the Value Based Management (VBM) initiative within North America.

Developed strategy for N.A. Styrenics business. Lead 5 project teams to increase ROS 2-5% by minimizing margin leakage through contract management & transactional pricing controls,& increasing revenues through sales force effectiveness & new business development processes. Led segmentation and business rules workstreams in the reorganization of customer service. Consultant on “Cash-to-Cash” working capital reduction.

Development of economic models to assess strategies, prioritization of investment and maintenance spending, financial evaluations and reporting. Projects such as Production Asset Strategy, Harmonization of Economic Evaluations, Target Costing, Target Pricing models. Supported global operations through a strategic “think-tank” for manufacturing and supply-chain of a division.

Expat assignment to the central planning and controlling division. Responsibilities included reviewing and commenting to the Board all major investment proposals for a global operating division. Other activities included participation on project teams involved in re-engineering a research organization, asset strategy and guidelines for third party contacts and contract negotiations.

Administrative Services Team consisted of 62 employees in the Human Resources, Training, Finance, Purchasing, Logistics, Information Services, Waste Handling, Ecology, Safety & Hygiene, Quality Assurance, Security and Medical departments. Recruited to manage the team and act as a change agent to help the organization develop an open and participative culture.

Responsible for coordinating the 5-year capital planning process, analyzing the capital spending forecast, and managing the capital investment approval process for BASF Corporation throughout the NAFTA region.

4) Production Superintendent, Greenville, OH manufacturing facility. Responsible for 43 workers. 3) Manufacturing Representative, Parsippany, NJ. Co-lead on a project team with Corporate Engineering to design, build & start-up a new coatings manufacturing facility. 2) Paint Plant Superintendent, Detroit, MI. Responsible for 95 union production workers and 10 salaried supervisors. 1) “Development Chemist”, Southfield Research Facility, Southfield, MI. Supervised a group.

Abschlussarbeit mit dem Titel “Free-Fall Dissolution of Calcium Carbonate Under Non-Infinite Sink Conditions”