Bryan Kroenke Email & Phone Number

Omaha, Ne

Manager: Manage Omaha World herald (OWH) Print Shop operations to include procurement, scheduling, equipment maintenance, supplies, inventory, transportation, contracts and P&L performance. Over see other print facilities in Nebraska. Responsible for sales and renewal of retail out-sourced printing services for the Omaha World-Herald (OWH) and other print facilities in Nebraska. Act as the primary printing services broker for all OWH Divisions. Negotiate short and long range print contracts with brokers and vendors. Work closely with Circulation, Advertising, Marketing, Editorial, Executive Offices, Corporate Offices, and IOC’s.

Des Moines, Iowa Area

Managed overall printing, production, call center/sales support, scheduling, procurement, production, finishing, bindery distribution/fulfillment center, , warehouse, transportation, industrial engineering, quality assurance, problem management/analysis area, and inventory control operations, in multiple facilities, directing a staff up to 137 associates across production efficiency, product quality, regulatory compliance, physical asset management, supply chain effectiveness, workplace safety, facility planning, vendor relations and employee relations. Responsibilities included directing the customer service, problem management, loss control activities, management of relationships with third party service providers including contractors, independent agents, preparing loss analyses and budgets, identifying exposures, recommending solutions, implementing approved programs, promoting loss prevention, updating and monitoring compliance with insurance procedures and managing safety/risk management manuals. Held P&L responsibility, developing and administering annual budget of $90M, including capital expenditure and cost management.

Des Moines, Iowa Area

Managed overall printing, finishing, warehouse, industrial engineering, problem management/analysis area, customer service center, distribution/fulfillment center, and inventory control operations, directing a staff up to 137 associates across production efficiency, product quality, regulatory compliance, physical asset management, supply chain effectiveness, workplace safety, and employee relations. Held P&L responsibility expanding business, customer service, developing and administering annual budget of $90M, including capital expenditure and cost management.  *Increased productivity by 19%, and increased revenues by 5% by developing and implementing production measurement and standards for all personnel. *Co-wrote Lean Manufacturing and Continuous Improvement training for 500 associates across multi-state locations, creating and conducting program and facilitating exercises over a 12 month period. *Recognized by CEO for achievements in employee engagement, ranking within the top 25% in the company, and achieving Engagement Champion Award for most improved engagement scores across company. *Increased color variable print volumes and service to 13,000 agents, doubling production, and decreased lead time from 7 days to 3 days by implementing lean manufacturing and process improvement strategies. *Selected to lead expanded operations, adding finish, special mail, policy assembly, quality assurance department, and industrial engineering, growing managed team from 50 to 137 employees; as well as functioned as consultant to Ohio location. *Led relocation of production facility from Urbandale to Des Moines, successfully executing restructuring process, reducing staff to 70 associates, and driving customized order fulfillment operations. *Managed human capital, hardware, and material contracts, ensuring high-level of vendor performance. 

Omaha, Ne

Developed and executed procurement and plant strategic vision, ensuring alignment with organizational vision. Drove process improvement through Six Sigma Lean Manufacturing and Continuous Improvement systems. Managed all-aspects of budget, including $100M+ for procurement of supplies, equipment, and services, as well as $25M print buying budget. Managed operations team of 78 associates. Drove annual cost recovery from -$250K to $1M+ through implementing structured production measurements and standards, and providing clear expectations for all personnel. *Saved $1.8M in destruction of Drove annual cost recovery from obsolete printed inventory, reducing inventory to $3.5M through implementing print on demand and just-in-time (JIT) delivery strategies, ensuring residual savings.  *Reduced inventory from $5M annually to just $1.6M within first year as part of the Print on Demand Project, achieving Quality Excellence Award for efforts. *Collaborated with research and development and marketing departments, providing direction for maintenance and capital improvements of building and assets.