Bryant Lilly

You expect results, in quality and in timeliness. So it’s important to have someone like Bryant Lilly working on your project. Tenacious and gifted with the ability to adapt to an ever-changing situation, Bryant is able to build, motivate, and redesign teams based on the needs of the project—and of the moment—allowing the most efficient possible route to project completion. Bryant’s laser focus on continuous process improvement includes Team Building, Kaizen, and Lean Construction methods. So your project is built without wasted motion or capital. All because we build without excuses.

2009 - present


Southeast Industrial Construction, LLC (SEI), Morristown, Tennessee

Focused on large retail and “Big Box” construction and remodel, responsible for field operations and all field employees. Keeps everyone focused on 100% accident-free work site. Coordinates and communicates with all Field Superintendents daily. Confirms proper equipment is on all job sites on time whether it is company owned or rental equipment. Coordinates with Project Managers and field personnel to assure top quality product is delivered to the owners on time. Controls cost on all active projects.

2006 - 2009


Custom Cabinet Company, Morristown, Tennessee

Full responsibility for day-to-day business operations, including sales and marketing, finance, and manufacturing. Responsible for 60,000 sf manufacturing facility, identified new sales channels while continuing to increase sales, provided overall planning, direction, and control to achieve operating and financial goals. Product design and development with domestic, as well as, international vendors. Implemented and established product specifications. Implemented company policies. Established quality directives.

2004 - 2006


Subsidiary, Cabinet Manufacturing Company, Sunshine Kitchens, Inc., Miami, Florida

In position as a turn-around agent, assembled a task force that changed the division’s processes in the administration through operating groups. Restructured the entire organization of 200 employees to accomplish enterprise objectives while assuring maximized profits and returns on invested capital through implementing programs and process. Served customers, maintained the company’s stability, and ensured growth. All target objectives met during tenure.

2002 - 2004


Manufacturing Company, Marshall, Texas 

As EVP, directed over four companies across North America. Managed and controlled the following business units: manufacturing; purchasing; IT; transportation; engineering; quality assurance; customer service; environmental health and safety; and advise as to potential acquisitions from start to finish. Overall management included 2,700 employees in eleven manufacturing plants.

1997 - 2002


National Cabinet Manufacturer, Dallas, Texas 

Directed the business units of manufacturing, purchasing, transportation, engineering, quality assurance, customer service, environmental health and safety, and product development for the organization. Included direct P&L responsibility for entire organization, including 8 manufacturing plants, 78 sales and distribution sites, and 11,000 employees. Achievement of all profitability, process improvement, and strategic objectives.

1993 - 1996


Manufacturer, McKinney, Texas 

Responsible for 300,000 sf manufacturing facility, employing 325 employees. Labor efficiency improvement by 20% and operating income by 30% over previous year. Reduction of manufacturing lead-time from 10 days to 4 days, with operations performance ratings rising from last to first within an 18-month period.

1989 - 1993


Manufacturer, Elizabeth City, North Carolina 

Responsible for 600,000 sf manufacturing facility, employing 500 employees, including moving plant from Indiana to North Carolina, reorganized manufacturing layout to accommodate complex product mix, and improved on-time deliveries. Employee productivity improved 29%.

1988 - 1989


Manufacturer, Elizabeth City, North Carolina 

Responsible for the product quality and processes for all operations in the Eastern region, instrumental in implementing a Total Quality Improvement Plan, and improved quality. Resulting 15% reduction in warranty claims and reduction of replacement orders by 20%.

1984 - 1995


Construction Company, Elizabeth City, North Carolina 

Start-up construction company building beach and vacation homes for the residential market, transitioning to the commercial market specializing in converting older downtown department stores into condos and local retail shops.


Mechanical Engineering
University of North Carolina-Charlotte, Charlotte, North Carolina

Horticulture Science
College of Albemarle, Elizabeth City, North Carolina

Bachelor of Science, Business Management
Westwood College, Dallas, Texas