• Maximized manufacturing and distribution efficiency for 38 specialized medical product lines, four million finished goods, five million raw materials, and directly supervised 17 personnel. Conducted Oracle “end-to-end” PO management for raw materials at two manufacturing sites; Colorado and New Jersey. An estimated 8 million dollars of raw materials was seamlessly transferred to stand-up operations in Mexico, while ensuring manufacturing at three sites was operational. Solely accountable for executing material transfer activities to ensure successful closure of two facilities and standing up of operations at a new plant. These achievements were accomplished while working remotely with very little supervision. Gathered, monitored, and led shipping executions to ensure designated carriers were meeting contractual agreements. Meticulously monitored and reduced logistical bottlenecks, improved flow of shipping processes, and substantially decreased “no show- pick-ups”. Managed ocean/air shipments to foreign customers by monitoring availability of supply versus customer demand. Actions decreased customers shipping cost, improved warehouse space constraints, and increased overall plant productivity. Spearheaded company wide implementation of the new ERP system. Executed 31 test scripts for project 1OTC in order to ensure smooth transition from Oracle to SAP. Results directly identified 7 anomalies in WMS/IMS. Attention to detail during testing cycles ensured warehouse processes and shipping targets remained successful after SAP became fully operational.Led warehouse improvement initiatives to advance operational efficiencies. Implemented team awareness through weekly meetings in order to maintain on-time shipment of products. Promoted customer satisfaction and increased shipping department success.Streamlined materials between main warehouse and off-site warehouse while maintaining a 96% Inventory Accuracy Level and production raw material readiness.

• Created Microsoft Access database to track approximately 400+ consumable items procured to support F-35 maintenance. Efforts directly contributed to the ability to see real-time demand level, on-hand inventory, and procurement data. Received individual Spot Award for endeavors. • Enhanced F-35 CLS maintenance capability by streamlining customer relationships management (CRM) action request procedures. • Directly collaborated with LM headquarters to increase visibility of hand tool shortages needed to accomplish maintenance task in accordance with Joint Technical Data (JTD). Efforts directly contributed to configuration changes of F-35 Consolidated Tool Kits (CTK) program wide.• Excellent understanding of Customer Relationship Management (CRM) programs.• Duties included writing, submitting, and approving request. Over 100submitted/400 monitored. • Responsible for controlling and inventorying all aircraft tools, hardware, and support equipment valued at an estimated $22M dollars. • Lead, trained, and monitored 19 Air Force personnel by managing tool room activities to support 19 F-35A/B aircraft valued at an estimated $1.3 billion dollars.• Flawlessly supported F-35 maintenance & logistics with equipment, tools, and consumables for 19 aircraft. Natural talent to inspire productivity to be accomplished at all levels by leading by example.• Managed, monitored, and maintained required inspections for F-35 variant support equipment • Directly supported the JSF operation through the use of Automated Logistics Management System (ALIS) to ensure 100% accountability by issuing/receiving, transferring, and maintaining the status of all support equipment