Established & implemented a Global Operations Strategy that included setting up assembly operations and supply bases in Bao'an, China and Szekesfehervar, Hungary for numerous product lines in order to grow sales and market share globally focusing on quick response lead times less than 10 days, on time delivery over 98% and best region cost. The same products were manufactured in 3 global locations, using a franchise type approach so a centralized web-based product configurator and production line control center had to be created in order to manage the extreme product configuration / customization that was allowed ensuring high product quality and compliance to the thousands of product certifications that were on file.

After becoming part of a public company, I took a special assignment to focus on creating and implementing a new Sales & Operations Planning process for each of our global sales and production sites. The business saw significant improvement in forecast accuracy leading to more predictable financials and improved financial awareness. Other areas of focus included the implementation of a global data warehouse and analytic engine for the entire organization to use to manage the business.

Hired to come in and take a family Mom/Pop business to a well performing engine that could be taken to an initial public offering or sold to a large corporation. Every aspect of the business was re-engineered starting with New Product Development, our Supply Base, and then completely changing the production operations from a batch and queue to high performing lean continuous flow lines that took advantage of light automation, safety improvements, 5S, and significant productivity improvements. I led the overhaul, improvement and staffing of our Human Resources, IT, Engineering, and more specifically Operations (Supply Chain, Quality, Production). In 2006, I led the acquisition due diligence of a small company in South Africa, and in 2008 facilitated the due diligence for the sale of the company to Emerson Electric.

Consulted for A.T. Kearney's eSourcing group, called eBreviate. I prepared the strategy, market making, auction setup and hosting, and post event analysis and negotiating for many multinational companies such as Colgate-Palmolive, Mary Kay, Banespa, Alltel, MotorCoach Canada, and others.

Recruited for my eSourcing, supplier development and business process improvement experiences. Accepting the position allowed me to continue my career in supply management, relocate near family with the birth of my son, and nearly double my compensation. I took an active role in the firm leading engagements and developing intellectual capital, marketing proposals and alliances with leading technology providers in all areas of end-to-end value chain management. Promoted to Senior Consultant from Consultant after 3 months. Lead the eSourcing and had responsibility for intellectual capital, alliance partnerships, business plans, proposal development for potential clients, and engagement support.

After a very successful eSourcing pilot, The Senior Executive Council endorsed the initiative and decided to launch the initiative globally across 7 divisions. I was given responsibility for leading an enterprise team of 7 indirect reports representing each division in aggregating over $150 million in historic spend from indirect and direct products and services to be sourced. Sourcing events in the first year were estimated to generate an additional $20M+ in immediate annual cost savings and contribution to profit. Responsible for training strategic sourcing leaders across all divisions on how to conduct eSourcing events. Responsible for regular updates and presentations to the Senior Executive Council and VP, Worldwide Supply Management on the progress of adopting eSourcing.

Responsible for the creation and implementation of a Supplier Development Program that identified and converted process and product improvements with our most strategic suppliers into bottom line savings that were enforced with new contracts. Managed 16 direct reports and a multi-million dollar operating budget. Personally trained and deployed 6 Supplier Development teams to more than 25 strategic suppliers, distributors and customers to improve the end-to-end value chains. Teams provided consulting to suppliers and distributors on topics such as lean manufacturing, six sigma, theory of constraints, just in time, re-engineering, MRP/ERP enhancements and process cost modeling while implementing improvement projects. The projects generated immediate cost savings during the first year and were successful in meeting our 3:1 payback goal. Several projects received industry recognition and were used as training and benchmarks for other divisions. Projects were with companies such as Phoenix Electronics, Eaton, Dana, Borg Warner and many others located around the globe.

Recruited to this industry market share leader for automotive interior products. Accepting the offer allowed me to have leadership responsibility for a Quality and Continuous Improvement program and increase compensation by 50%. Managed 5 direct reports, 2 plants and played a key role in supply management.

Recruited to this industry market share leader for automotive stamping products because of my experience in developing quality programs and improving an end-to-end value chain. Accepting the offer allowed me gain exposure to the automotive industry and learn about leading edge concepts in quality and process improvement, performance management of the supply chain

Responsible for designing, training and implementing an ISO 9001 compliant quality program. Developed the quality program, hired a staff of 3 and trained 75+, developed a supplier certification program, developed a new production control process using shop floor travelers to facilitate the MRP system, kicked off a safety program and implemented an automated test facility for certifying pumps to catalog standards.