Changes at Spring Air

The board of Tampa, Fla.–based bedding manufacturer Spring Air has created a new, decentralized management structure designed to increase coordination between sales and manufacturing and better serve customers. As a result of the change, three senior executives have left the company.

The shake–up comes less than a month after Bob Hellyer, Spring Air chief executive officer, left the company.

Exiting in the latest round of changes were Kevin Damewood, executive vice president of sales and marketing; Allen Podratsky, senior vice president of supply chain management; and Greg Moore, vice president of human resources.

Steve Cumbow has been promoted from chief operating officer to acting CEO and four Spring Air sales executives have been promoted to senior vice president of sales, each with his own region.

Charles Dietiker is in charge of the Pacific Northwest, including plants in Lacey, Wash., and Salt Lake City. Howard Galant runs the California operations from the Los Angeles plant. Chad Megard is responsible for operations in the Midwest and the plants in Dallas and Columbus, Ohio. Robert Patten heads the eastern United States, overseeing facilities in Atlanta; Chelsea, Mass.; New Brunswick, N.J., and Tampa. All report to Cumbow. Plant managers will continue to report to Jan Wettergren, senior vice president of manufacturing.

Collectively, the four regional senior vice presidents replace Damewood. Podratsky’s position will not be filled. Katie Sems, formerly director of human resources, has been promoted to vice president of human resources.

“When we had a CEO change, the board began a comprehensive strategic review of the company to see what opportunities we had to significantly improve our performance,” Cumbow said. “They spoke to key customers, suppliers and vendors—all of whom provided great insight into our performance and offered important suggestions for improvement. Most important, they offered their continued commitment to the future of Spring Air.”

The review revealed that the company needed to decentralize and make manufacturing more responsive to the needs of the sales division, Cumbow said.

“When sales makes a promise to a customer that product will be delivered on time, they also need the assurance that they can deliver on time,” he said. “This new structure gives them that mandate. This is a key pillar in our strategy of delivering superior quality, service and value to our customers.”

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