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Charles H.

Lange
(810) 252-0215

Montrose, MI 48457
clangesr@outlook.com

https://www.linkedin.com/in/charleslangesr

PRESIDENT CEO COO


P&L / M&A / Alliances & JVs / Finance & Accounting / Multi-site Manufacturing
Business Development / Team Building and Leadership / Turnarounds
Rose through finance and operations positions to lead a multi-million dollar manufacturing business that markets
systems and components to the defense, aerospace, automotive, agricultural and gas & oil industries. Led a
turnaround, doubled EBITDA. Strengths

Increasing sales, profits and shareholder value in competitive environments


Maximizing productivity, quality and customer satisfaction
Turning around substandard operations
Building a profitable, stable customer base, opening new markets

BBA in Accounting, minor in Economics, Saginaw Valley State University, summa cum laude. CPA. Dynamic
leadership, problem solving and team building talents.
Selected CIGNYS Accomplishments
Led a turnaround. As the new CEO, inherited a company that was in financial free fall. Stabilized finances.
Installed a new management team. Eliminated three unprofitable businesses including the UK operation. During
tenure as CEO, increased sales by 50% to $25M. More than doubled EBITDA.
Drove expansion. Obtained millions of dollars in financing at minimum cost to expand operations. Negotiated two
separate mergers: a close tolerance manufacturer in the food and plastic extruder industry and a manufacturer of
defense and commercial products in the transportation industry.
Improved productivity. Drove Lean/TOC and 5S initiatives. Secured ITAR certification, led transition from
manual technology to CNC, including robotic interface. Improved on-time deliveries from 80% to 99%. Earned
vendor awards from Lockheed Martin, Raytheon and AAR. Decertified unionized workforce. Implemented ISO
9000 & AS 9100: Replaced MIL-I-45208A
Relieved over-dependence on one client. Inherited a fragile customer base with a defense customer
representing 50% of revenue in one contract that was nearing expiration. Focused on traditional aerospace &
defense, automotive and material handling customers and simultaneously expanded into agriculture and energy (oil
& gas). Forged a joint venture that helped fill the revenue hole resulting from the defense contract expiration.
Normalized the customer base. After the expiration of the defense contract, CIGNYS had over 900 customers
but 20 customers provided more than 80% of sales. Implemented a minimum sales policy to eliminate small
(unprofitable) orders. Orchestrated a transition to fewer and larger customers with more business potential.
Rebranded and modernized the company. Rolled out a new trading name (CIGNYS). Transitioned the internal
sales-force to a manufacturers representative model and simultaneously commissioned a ten-person incentivized
sales-force that flooded the Estimating Department with exceptional opportunities.
Opened a new plant. Successfully launched new facility to manufacture material handling equipment: Primary
focus on conveyor products including power & free, monorail trolleys and roller-turn-rollers.
Employment History
Management Consultant - 2014 to present - When second generation stakeholders took the reins of CIGNYS,
accepted two requests for management assistance: Interim CEO - Andersen Eye Associates (a $15M company)
and Interim Director of Finance Rescue Ministries of Mid-Michigan (100 employees).
President/CEO - CIGNYS - 2002 to 2014. Promoted to restore growth and profitability to this 150-employee,
three-facility privately held manufacturer of engineered products and components for OEMs in material handling,
defense & aerospace, oil & gas, agricultural, and automotive markets.
COO - CIGNYS - 1983 to 2002. Promoted to lead manufacturing, purchasing, accounting, finance, quality,
engineering, IT, HR, sales, marketing, quoting, estimating and maintenance when CIGNYS was a $10M company.
Earlier. Joined the company when sales were at $5M. In charge of financial statement preparation, taxes, monthly
management statements, bank relations. Led liquidation of unprofitable Travelo Homes, a modular housing
division. Career began as a CPA with YEO & YEO, CPA's.