Lead cultural and operational transformation of a steel fabrication company – laser cutting, forming and welding.Reporting directly to the owners and responsible for P&LManage ERP upgrade implementation, collaborating to enhance efficiencies and on-time deliveries.Drive sales initiatives and growth opportunities, resulting in an average year-over-year sales growth of 12%.Develop new website and marketing initiatives, significantly enhancing online presence and customer engagement.Source automation equipment, reducing labor overhead and improving on-time delivery from below 70% to over 98%.Implemented employee communication meetings to improve collaboration.

Leading Supply Chain operations of this PE held company, producing and distributing equipment, solutions and lotions for the spray tanning industry, following FDA guidelines. This industry leader distributes products to salons and distributors across North America, UK and Australia. Leading contract manufacturing operations of branded and private label cosmetic, personal care and OTC products, including lotions, solutions, creams and liquids.Fostered collaboration and developed action items to transform operations to improve production, supply chain and distribution efficiencies. Completed operational evaluation and procured the necessary equipment and scheduled repairs to improve safety, quality and throughput. Reduced back orders that plateaued to more than 90 line items per day, down to an average of 3 per day. Improved production efficiencies by more than 300%, reducing labor costs by 40% resulting in the elimination of a shift and adding available capacity for new business. Re-organized the distribution center leadership to improve delivery performance and inventory accuracy resulting in OTD performance to > 98% and fulfilling LTL orders to less than 3 days. Led Supply Chain team to focus on cost savings ideas, resulting in $600K of annualized savings and implementing a defined S&OP process to better plan material purchases and inventory strategies.

Leading all initiatives for manufacturing, facility and real estate capabilities of this iconic brand. Responsible for developing global manufacturing strategies in key markets as product volume and capabilities evolve. Managing a diverse staff to discover and implement continuous improvement ideas to both product structure and processes. Directly responsible for all manufacturing (2 sites), production leadership, manufacturing engineers, maintenance, safety team, and scheduling. Responsible for facility maintenance and real estate responsibilites for five global facitlites and three global sales offices Active leadership role in Supply Chain, warehousing and distribution functions. Working closely with NPI buyers, Engineering and LEAN to implement VA/VE projects that include labor and product structure saving opportunities. Led acitivites to reduce annualized labor costs in 2015 of approximately $900K. Participated in raw material cost savings activities that resulted in over $7M in annualized savings. Collectively with peers, implementing extensive LEAN principles across manufacturing operations including Kaizen activities and recognition programs for ideas submitted. Developed Tier meetings and weekly GEMBA walks at multiple plants to engage production manager, supervisors, team leaders and engineers in continuous improvement.Managing the safety program within the operations departments, developing the required staff to drive continuous safety measureables and reduce OSHA incidents through training and incident follow up. Continuously fostering positive relationships to improve operations and bottom line results. Leading manufacturing teams to focus on delivering the best quality, on time at the lowest cost.

Leading multi plant manufacturing operations for a $500M+ growing consumer product company. Managed an increase in unit volume from 550K units in 2011 to 1.4M units in 2013, an increase of more than 50% year over year growth. Led all improvement activities to increase efficiencies to greater than 98% DLE. Increased overall direct labor levels from 150 employees to 325 employees within 6 months in 2012 to a current level of more than 400 employees at 2 plants including, maintenance, manufacturing engineers and safety specialists while maintaining a union free environment.Led all activities to re-locate manufacturing, warehousing and distribution to a 175,000 sq ft facility eight miles from HQ. Activities included property search, planning and execution of the relocation including installation of IT systems, HVAC, lighting, security, additional offices and all production lines. Developed a comprehensive plan to move 10 production lines, warehousing and distribution within a 7 week time frame while maintaining production and customer service levels. Implemented systems to improve efficiencies and develop the production team to be proactive and successful. Developed an automation strategy resulting in $650K year over year annual cost savings for a in house sub assembly operation.

Leading improvement and lean activities at the Aprica Division manufacturing plant in Zhongshan, China. This plant manufactures strollers, car seats and children’s Hi/Lo beds for the Japanese market. Assigned the role of temporary manufacturing manager due to the termination of both plant and assembly managers, provided leadership and guidance to improve delivery performance, quality and efficiencies. Within three months the following results were achieved - • Direct labor assembly efficiency increased from 77% to 105% • Schedule attainment increased from 85% to 100% • Redesigned manufacturing methods from a sub assembly process to one piece flow reducing direct and indirect labor• Improve Supplier performance by leading the sourcing and material departments to implement performance scorecards • Improve Supplier quality performance by directing the quality department to request corrective actions for quality issues

Direct plant operations (molding, assembly, supply chain, distribution) manufacturing infant car seats and high chairs – annual plant sales of $90M. Profit and loss (P&L) responsibility. Orchestrate management team to enforce standardized procedures of safety, quality and delivery of 24/5 operation. Direct 350 union and salaried employees within an operating budget of $17M.•Led all departments to become more cohesive through communication, mentoring and employee development and use Key Performance Indicators to measure successes or short comings.•Reduced safety recordables from 22 (2007) to zero (Sept 2009 - present).•Travelled to plants in Poland and China to provide guidance to improve operations 2008 and 2010.•Directed facility through downsizing activity in Q3 and Q4 of 2009 relocating molding operations (30 machines) and reducing 160 employees resulting in $8M cost savings.•Managing facility through plant closing (Dec 31, 2010) announced in June 2010. Managing multipledepartments as managers resigned (Engineering, Quality, Maintenance, Inventory Control, Human Resources).Production Manager 2007 - 2008Managed molding and assembly departments; continuously improved efficiencies using Lean and Six Sigma tools.•Managed $500K project setting up assembly department resulting in overhead cost reductions of $6M within 18 months.•Involved employees with team building meetings and supported employee activities to reduce turnover from 80% to 20%, reduce scrap from >$200K per month to <$30K and improve quality from >2000PPM to <500PPM.•Leader in Safety Excellence – trained as an internal safety auditor for Newell travelling to various plants to complete comprehensive safety audits. •Managed 3 product recalls in 2007 and 2008.

Managed production department of a multi shift paint plant, robotically painting Class “A” automotive plastic exterior components for GM.