About DTS

Detroit Thermal Systems (DTS) is a leading minority-owned automotive supplier headquartered in Romulus Michigan. Since 2012 DTS has specialized in the development and manufacture of high-quality heating ventilation and air-conditioning (HVAC) systems and climate control components for the automotive industry combining advanced technology with rigorous manufacturing standards and commitment to workforce diversity.

Summary

The President is the senior leader responsible for stabilizing leading and transforming the business through a period of operational and organizational stabilization. This role holds full accountability across safety quality delivery cost people customer performance and financial results while establishing the leadership discipline governance and management systems required for sustained recovery and long-term performance.

The President leads across Operations Program Management Sales & Marketing Finance Human Resources IT Purchasing / Supply Chain Product Engineering Quality / Warranty / Advanced QMS / SQE and Advanced Manufacturing Engineering. This leader must assess business risk quickly stabilize execution reinforce customer and stakeholder confidence clarify priorities and build a high-accountability leadership culture.

Strategic Business and Stabilization Leadership

• Serve as the senior business leader with full accountability for business continuity operating performance customer confidence and financial results.
• Lead the stabilization agenda by assessing current-state performance organizational risk leadership gaps and execution barriers; translate findings into a focused recovery plan.
• Establish clear priorities decision rights escalation paths and governance routines to support rapid stabilization and aligned execution.

Operational Leadership and Customer Protection

• Direct the business to achieve targets for safety quality delivery cost inventory labor efficiency and launch readiness.
• Lead coordinated actions to protect customer performance and recover quickly from disruptions misses or escalations.
• Drive operating discipline across production materials engineering maintenance quality and support functions.
• Advance operational excellence through standardization continuous improvement waste reduction and process optimization.
• Develop go to market growth strategies for contract manufacturing and new business growth.
• Move the organization from reactive problem-solving to disciplined management routines and sustainable performance.

Financial and Commercial Accountability

• Own full P&L performance including revenue margins conversion labor efficiency inventory capital discipline and cash management.
• Partner with Finance to improve forecast accuracy cost visibility profitability analysis and corrective-action tracking.
• Support commercial health in partnership with Sales and Program Management especially where pricing sourcing launch or customer recovery issues affect performance.
• Balance urgent recovery actions with medium-term business viability and disciplined investment choices.

Governance Risk and Executive Alignment

• Establish and maintain effective business controls continuity planning and leadership governance during periods of transition or instability.
• Partner with Finance HR IT Legal and Quality to safeguard business assets secure key decisions and reduce operational and compliance risk.
• Escalate critical issues early and ensure timely intervention when performance people stability or stakeholder trust is at risk.
• Serve as the senior business point of alignment with executive leadership on status risks priorities and support needs.

Cross-Functional Leadership

• Align Operations Program Management Commercial Finance HR IT Supply Chain Engineering Quality and Manufacturing functions around shared business priorities and measurable results.
• Remove silos improve decision quality and reinforce clear accountability across the leadership team.
• Ensure leaders understand both functional responsibilities and enterprise implications of their decisions.

People Culture and Organizational Capability

• Build and lead a high-accountability leadership team capable of operating effectively in a growth environment.
• Assess organizational health retention risk capability gaps and succession needs; partner with HR on action plans.
• Set clear expectations for performance conduct leadership behavior and management discipline.
• Build a culture of ownership transparency urgency trust and follow-through.

Safety Compliance and Stakeholder Management

• Ensure compliance with all safety labor environmental and regulatory requirements.
• Maintain confidence with customers partners and internal stakeholders by ensuring steady leadership clear communication and reliable execution.
• Represent the business credibly with internal and external stakeholders and support executive-level communication during periods of transition or recovery.

Education / Experience / Skills & Abilities

• Bachelors degree required; Engineering Operations Business Supply Chain Finance or related field preferred.
• Masters degree or MBA preferred.
• 12 years of progressive leadership experience in manufacturing automotive or similarly complex industrial environments.
• Significant experience leading a plant site business unit or multifunctional operating environment with direct accountability for results.
• Prior scalation restructuring transformation or recovery leadership experience strongly preferred.
• Demonstrated success leading across operations engineering quality supply chain finance commercial and people leadership.
• Strong financial and operational acumen including P&L responsibility and performance-management discipline.
• Experience in customer-facing leadership and high-pressure stakeholder environments.
• Labor relations / union experience preferred.
• Proven ability to build leadership credibility quickly make sound decisions under ambiguity and sustain execution under pressure.

Key Competencies

Preferred Candidate Profile

• An executive-caliber operator who can stabilize a business in disruption without creating unnecessary noise.
• A leader who can restore confidence with customers executives partners and internal teams through visible ownership and reliable execution.
• A cross-functional business leader who understands operations deeply but can also integrate finance commercial quality engineering supply chain HR and IT priorities.
• A leader who can distinguish structural issues from execution failures and make difficult talent pace and resource decisions with sound judgment.
• A builder of management discipline who can move the organization from firefighting to standard work governance and sustained accountability.
• A coach and culture leader who develops successors strengthens the leadership bench and leaves the business stronger than they found it.
• An experienced leader with demonstrated product design and validation skills to guide the organization through the transition away from the JV and to support business growth and transformation.
• A strong leader driving direct engagement with customers and design/validation partners to set product direction manage technical risk and enable scalable growth.