Lead 2 sites of 150+ employees with 6 day - 24-hr food operationAchieved productivity of $1.2M, addressing dual roles and guiding leadership team to success.Drove metrics for Safety, Quality, Cost, Delivery, and Motivation, following Safety-First culture.Planned and executed budget, metrics, Strat Plan, and Capital projects, driving business excellence.Drove continuous safety and operational improvements, reducing safety incidents from 7 to 1.Delivered record volume with 11% YOY growth, managing 3-site plant closure, increasing OE by 3%.

Closed month end for 2 sites in 3 days by improving process and procedures, reducing by 2 days.Created Business Planning and rolling forecast for Corporate on a yearly/monthly basis for 2 Plants.Communicated results with VP of operations monthly, ensuring timely and thorough information.Implemented and led productivity projects, meeting KPI and bonus metrics.

Explained Monthly results to Senior Management and Corporate VP, Executive VP, Group VP for feedback and awareness of plant status compared to budget in PowerPoint.Executed Business Planning and Forecasting to Corporate on a yearly and monthly basis, maintaining timely status updates.Communicated business results with GM, recommending tactics for business improvement of EBIT.Gained knowledge of FAR for Military and quoting requirements for CAS Compliance.Implemented EPICOR from Oracle as Finance lead, improving antiquated ERP system.

Reduced month end close time by 30% with improved process and training for finance and IT teams.Partnered with Quality, MFG, and purchasing, communicating results and driving improvements.Executed multiple roles as Assistant Controller, Planning Manager, and Controller until promoted in 2014.

Scheduled lines, verifying plant service level was at 98% or better.Committed Business Process Lead in SAP for 2 facilities, New Hampshire and California. Recognized for cross-functional support, addressing all areas of business in SAP in all departments.Utilized SAP to help improve KPI’s for Manufacturing with team of 5 employees.

Oversaw filling area with 6 direct and 42 indirect employees, implementing new cell management and employee engagement at the lines.Managed daily meetings, ensuring safety, quality, efficiencies, and compliance for filling area.Led Focused Improvement Pillar, guiding Problem Solving Group through improvement studies and implementation.

Managed monthly close for plant and produced fixed asset, capex, and expense reports to Management.Prepared budgets, planning, and monthly reports for business, driving productivity results.Worked closely with managers, directors, and VP’s of departments, discussing monthly results and KPI’s.Implemented SAP CO Module as Business Process Lead for 9 months on SAP team from 4th shift, integrating with Dannon US and improving reporting and consolidation to corporate.