Chris Tignor

𝗠𝗬 𝗥𝗢𝗟𝗘 Reporting directly to Board of Directors, lead strategic planning and corporate development for an industrial automation and manufacturing equipment solutions company. Oversee operations for automation and manufacturing divisions. Accountable for P&L for $80M operations at four facilities. Develop and manage $20M budget. Supervise 12 direct reports and 14 indirect reports. Cultivate relationships with customer base and prospects. 𝗠𝗬 𝗖𝗢𝗡𝗧𝗥𝗜𝗕𝗨𝗧𝗜𝗢𝗡𝗦 CHALLENGE: Company had been operating like a startup – lacking the standards, procedures, or experienced personnel to accommodate large-scale projects. MISSION: To grow market share by expanding from Tier Two businesses to OEMs and Tier Ones. RESULT: Met 10-year targets within five years. Large-scale projects now account for 90% of business. Grew revenue and market share: 🔹 Increased revenue 10x through consistent growth in the Tier One and OEM automotive sector. 🔹 Grew large project revenue from <$1M to $50M+. 🔹 Acquired NRTC’s first full production of OEM parts for Ford Motor Company. Built infrastructure to accommodate rapid growth: 🔹 Expanded footprint by opening new offices in South Carolina and Detroit to increase capacity. 🔹 Instituted systems and clearly defined processes to match the scale of growth. 🔹 Established NRTC reputation as a highly qualified supplier with a team of experts to manage large-scale projects. 🔹 Developed and grew the company’s first in house machining and assembly departments. Led culture change and built high-performing management teams: 🔹 Bridged operational silos across multiple facilities and divisions. Standardized processes and launched joint projects, fostering collaboration and optimizing resources. 🔹 Built and mentored a talented management team, implementing a strategic resource plan to support expansion while ensuring stability during slower periods.

𝗠𝗬 𝗥𝗢𝗟𝗘 Led a team of 8–10 direct reports, including engineering, manufacturing, and integration managers. Managed $30M operating budget, $5M capital budget, and project budgets of $65M+. Full P&L accountability for $80M U.S. division. Provided strategic forecasting and detailed project insights to the Board of Directors, investors, and shareholders. Managed large-scale engineering, manufacturing, and complex integration projects. 𝗠𝗬 𝗖𝗢𝗡𝗧𝗥𝗜𝗕𝗨𝗧𝗜𝗢𝗡𝗦 CHALLENGE: Recruited to establish U.S. operations for company that lacked a U.S. presence. KEY ACTIONS: Launched U.S. operations from the ground floor. Bridged gaps between German base and U.S. organization. RESULTS: Grew U.S. operations from zero to $92M, and from a mobile office to two facilities. Achieved positive cash flow and consistently exceeded margin goals. 🔹 Established company’s first U.S. facility. Supervised property purchase, construction, and ultimate expansion. 🔹 Built the first U.S. based team of 60+ employees, utilizing German talent during transition. Staffed and trained the new team for the first three years. 🔹 Cultivated lasting relationships with key OEM decisionmakers. 🔹 Developed an outsourcing strategy with global partners – containing workforce expenses during a time when U.S.-based integrators faced unsustainable rising costs.

Launched a new company startup to support automotive line builders. Worked exclusively with EBZ Systec and was subsequently recruited by them to launch U.S. operations.

🔹 Developed Tier One accounts and launched a new body shop.

🔹Spearheaded Development and launch of an automation business to address the overwhelming need for an industrial automation specialist in the Southeast.