Chairman at National Minority Enterprise Input Committee NMSDC
(Non-Profit; 11-50 employees; Non-Profit Organization Management industry)
January 2007 – Present (1 year 7 months)
As Chairman I Represent 16,500 Ethnic Minority Businesses on the Executive Committee and Board of the National Minority Supplier Development Council, Headquartered New York, NY.
We have 39 affiliate councils in the United States. We have established a council in Canada, United Kingdom, Brazil. We have mission in playin South Africa and China.
Also served as
NMBEIC Operating Guidelines Committee Chairman:
• Revised and upgraded National Guidelines.
• Opened voting to entire membership for officers.
• Increased accountability of officers with enhanced job descriptions.
• Enhanced removal process of officers.
• Got national office cooperation and certification of our guidelines.
• Got approval and adoption of the majority of the MBEIC leadership of the guidelines.
NMBEIC Elections Committee Chairperson:
• Standardize elections process with document operation guidelines.
• Standardized coordination.
Carolinas MBEIC Chairperson:
President at Debriants Office Services, Inc.
(Privately Held; 1-10 employees; Business Supplies and Equipment industry)
August 1990 – Present (18 years)
Mr. Staton serves as President and Chairman of the Board of Debriant's Office Services, Inc., in Charlotte, NC.
Mr. Staton is responsible for the efficient operation of all policies and procedures established by the Board of Directors. Within the limits of approved responsibilities entails financial, legal, personnel, administration, marketing and communications.
I developed and manage a maintenance, facilities management-program that details standard/non standard MRO expenses. These requirements are segmented by labor, material and time thus reducing expenses.
Additionally, the program ensures full compliance with local, state and federal regulations.
2 visible recommendations for this position Manage
Managing Director at Hoist Manufacturers Institute
(Non-Profit; 1-10 employees; Non-Profit Organization Management industry)
March 1990 – March 1992 (2 years 1 month)
Mr. Staton was responsible for the efficient operation of all policies and procedures established by the Board of Directors of this industry group. Within the limits approved responsibilities entailed financial and legal control, operations, personnel, administration and communications.
Managing Director at Crane Manufacturers Association
(Non-Profit; 1-10 employees; Non-Profit Organization Management industry)
March 1990 – March 1992 (2 years 1 month)
Mr. Staton was responsible for the efficient operation of all policies and procedures established by the Board of Directors of this industry group. Within the limits approved responsibilities entailed financial and legal control, operations, personnel, administration and communications.
Managing Director at Monorail Manufacturers Association
(Non-Profit; 1-10 employees; Non-Profit Organization Management industry)
March 1990 – March 1992 (2 years 1 month)
Mr. Staton was responsible for the efficient operation of all policies and procedures established by the Board of Directors of this industry group. Within the limits approved responsibilities entailed financial and legal control, operations, personnel, administration and communications.
Management Executive at Overhead Material Handling Systems Council
(Non-Profit; 1-10 employees; Non-Profit Organization Management industry)
March 1990 – March 1992 (2 years 1 month)
Mr. Staton was responsible for the efficient operation of all policies and procedures established by the Board of Directors of the related industry groups. Within the limits approved responsibilities entailed financial and legal control, operations, personnel, administration and communications.
Management Executive at Plastics Manufacturers Product Section MHI
(Non-Profit; 1-10 employees; Non-Profit Organization Management industry)
March 1990 – March 1992 (2 years 1 month)
Mr. Staton was responsible for the efficient operation of all policies and procedures established by the Board of Directors of this industry group. Within the limits approved responsibilities entailed financial and legal control, operations, personnel, administration and communications.
Director of Membership at Material Handling Industry Alliance
(Non-Profit; 11-50 employees; Non-Profit Organization Management industry)
September 1986 – March 1990 (3 years 7 months)
Responsible for recruitment, retention, services, training, education and support to associated trade groups and associations.
During his tenure, membership nearly doubled and revenues increased by more than 80%.
Director of Sales at Material Handling Industry Alliance
(Non-Profit; 11-50 employees; Non-Profit Organization Management industry)
March 1986 – March 1990 (4 years 1 month)
Mr. Staton served as the Director of Sales of the Material Handling Alliance’s International Trade Show. This show was promoted in 125 countries, encompassing more than 200,000 square feet of exhibit space. The attendance of his last managed show exceeded 30,000 attendees from more than 50 countries. Mr. Staton worked with the US Department of Commerce, US consulates worldwide, The White House, Governors, Mayors and numerous government agencies including the FBI and CIA. Mr. Staton developed a network of agents and sales associates to serve this 55 Billion-Dollar industry.
Vice President Sales at The Trade Show Group
(Privately Held; 1-10 employees; Marketing and Advertising industry)
January 1984 – March 1986 (2 years 3 months)
Mr. Staton served as Vice President of Sales for the Trade Show Group, in Pittsburgh, PA. Mr. Staton coordinated, managed and promoted the Purchasing Managers Associations annual trade show and the Smaller Manufacturers Council’s trade show in addition to other local and regional trade shows.
Plant Engineer at Miller Printing Equipment
(Public Company; 501-1000 employees; Mechanical or Industrial Engineering industry)
January 1980 – December 1983 (4 years)
Mr. Staton served as Plant Engineer with Miller Printing Equipment, in Pittsburgh, PA. Mr. Staton directed a work force of 32 tradesmen in this union shop. This 80 Million Dollars business was the last American manufacturer of sheet feed printing presses. Mr. Staton was responsible for the maintenance, safety, security and support of this 24 hour manufacturing process. This 250,000 square foot facility employed 500 people during his tenure. Mr. Staton conceived, developed and managed a maintenance, repair and operations budget of 2 million dollars and supported a capital project budget that averaged 10 million dollars annually.
Sales Engineer at Mechanical Transmission Supply
(Privately Held; 1-10 employees; Mechanical or Industrial Engineering industry)
January 1978 – December 1979 (2 years)
Mr. Staton served as an Industrial Sales Engineer with Mechanical Transmission Supply, Pittsburgh, PA. This entailed the sales, service, replacement and new installation of equipment and systems powering industry.
President at Staton Associates
(Privately Held; 1-10 employees; Facilities Services industry)
January 1974 – December 1977 (4 years)
Mr. Staton served as President and Project Director of Staton Associates, Pittsburgh, PA. This facilities management-consulting firm provided a detailed system for standard/non standard MRO expenses. Those requirements were segmented by labor, material and time. Standard hours and costs were established and a coordinated program of work orders, labor/material cost accounting and expense reduction established. Policies and procedures were developed and implemented to sustain the recommendations to management. A few notable clients were the University of West Virginia, Lone Star Cement Corporation, and the City of Pittsburgh, Department of Water.
Process Engineer at General Motors Corporation
(Public Company; 1001-5000 employees; Automotive industry)
May 1969 – December 1973 (4 years 8 months)
Mr. Staton served as a Process Engineer with General Motors Corporation, Pittsburgh, PA. In this role he was responsible for the estimation of cost for material, labor and overhead cost related to automobile production projects. Additionally, he was responsible for full compliance with all local, state and federal regulations. He became familiar with organizations and programs such as EPA, OSHA, National Electric Codes, etc.