Global and Regional Solar Operations and Supply Chains. Promotion into the centralized USD$4B Operations (matrix organization) in order to add Agriculture Solar to my prior Infrastructure/Utility Solar responsibilities.Operations & Supply Chain teams delivered 2023 revenue at 200% more than 2021 while improving GP, OP, ROIC/IROIC, and Cashflow.

END-TO-END SUPPLY CHAIN LEADERSHIP:* Created, hired, and developed a Global Supply Chain Team and processes including Planning, Procurement, Inventory Management, Logistics, Production Operations, and Outsourced Manufacturing. Drive cost and delivery performance improvements in each region while improving risk mitigation.* My vision for the teams is a major shift from reactive to proactive. * Collaborate with Global Strategic Sourcing on setting up new suppliers, contracts, and pricing.OPERATIONS LEADERSHIP:* Responsible for strategy, leadership, supplier relationship management, risk management and performance management for the worldwide operations.* Lead regional operations teams located in Italy, Brazil, and the USA as well as the Global team. Optimize centralized vs. decentralized decision-making, materials management, in-house production/assembly, and outsourced manufacturing.SALES & OPERATIONS PLANNING (S&OP):* Developing a Global Sales & Operations Planning process. Focused on each region’s operational success while facilitating global integration. Collaborate with regional commercial (Sales) teams to develop demand plans with both project-based (bottom-up) and forecasted (top-down Planning BoM’s) to provide future material needs. The teams immediately improved proactive planning, inter-regional and cross-functional communication and collaborative problem-solving.* Collaborate with Design Engineering on new product development and introductions (NPD/NPI), including suppliers and product availability, growth/life-cycle plans, and product phase-in/phase-out.

* Led Operations and Supply Chain for corporate, 8 manufacturing sites, off-site field operations, a logistics fleet of shuttle & delivery trucks, planning, procurement, and building & equipment maintenance. Drove and supported a custom, high-end portfolio of products with short lead times.* Developed a Supply Chain Team and processes including Planning, Procurement, Inventory Management, and Logistics. The team immediately improved prioritization of orders and materials, reduced lead times by 20% within 3 months, and optimized delegation of labor across locations.* Led operational strategic planning development and execution.* Captured synergies by integrating separate business units into a single business, developing collaborative cross-functional roles and processes, and centralizing key business functions.* Drove improvements in customer service and operational productivity through improving processes, hiring needed talent, moving others to the right seat on the bus, investing with high ROI, and fostering a culture of respectful accountability.

Directed and coordinated all activities related to the flow of material/product including the functions of short to long-term planning, multi-site manufacturing production scheduling, purchasing/direct and indirect procurement, inventory control, project management, shipping and receiving, warehousing, and logistics/transportation to meet company objectives and customer requirements.Led a multi-site supply chain team across procurement, supplier relations, production control, planning, inventory management, logistics management, and supply chain project management. Owned and was responsible for all aspects of inventory: receipts, levels, flow, turns, accuracy, etc.Created and led a council of operations leaders to drive strategic improvement projects. Elevated bottlenecks (TOC), streamlined processes, prioritized engineering projects, improved quality, etc.Developed and led a strategic rolling 18-month Sales & Operations Planning process: a cross-functional senior leadership team on economic, market, customer, and product indicators and plan the impact on shipments, production, and inventories in currency, whole good units, and direct labor hours. Drives such decisions as headcount, CapEx, M&A, and other investments.

New role to optimize material flow, improve inventory accuracy, and improve manufacturing efficiency by creating material handling teams supporting a new work order process.At Datacard – a regulated high-tech precision manufacturer of Secure ID/Card Printers & supplier of Issuance Solutions on Oracle ERP – I created, managed, and led the teams, strategies, and tactics for the functions of Inventory Control & Accuracy, Receiving, Stocking, Material Handling, and Manufacturing Support. Inventory Control (IC) Team progressed from crisis management to maintenance mode through taking proactive steps and immediate response to solving problems as well as taking over cycle-counting; IC was realigned with Planning. Receiving & Stocking Team attained same day receipts & stocking and was realigned with Purchasing, Supplier Quality, & Accounts Payable to strengthen relationships with suppliers. Manufacturing Support Team took over component picking from Assemblers and realigned activities to better support manufacturing needs; team was realigned with Manufacturing & Engineering.As a Project Manager, led the project to assimilate parts inventories shipped from a closing international plant.Added more experience in Inventory Control, hands-on materials management (MRP), Oracle ERP, and supervision of large teams including Leads, Inventory Analysts, and Material Handlers.

New role to develop and launch S&OP processes and teams. Quickly improved cross-functional collaboration between Sales, Operations, Product Management/Marketing, Finance, and Senior Leadership.At Tennant Company – a manufacturer of innovative commercial/industrial floor equipment including ec-H2O and Orbio & commercial coatings on SAP ERP – collaborating with many cross-functional team members, I developed and managed the planning teams, processes, and strategic deliverables for S&OP. Working with IT (SAP) and Oliver Wight Consulting (ESOPT), we launched the systems and tools to tie demand planning to global supply chain and production planning. I led and/or facilitated the five-step monthly meetings of New Product Development, Demand Planning, Supply Planning, Financial Reconciliation, and the Executive S&OP meetings of C-level to Directors. Teams included Regional Demand Managers and Demand & Supply Planners.

Worked in Europe supporting the launch of S&OP for the International SBU: EMEA, APAC, and LATAM.

Hired to launch the Sales & Operations Planning (S&OP/SIOP) corporate initiative as a pilot project in North America. While reporting to the VP of Sales with a dotted line to the VP of Operations, worked very closely with fellow project managers from Materials Planning, IT (SAP), and an Oliver Wight consultant (ESOPT).

Tenure of diverse experience across Operations, Customer Service, Account Management, Entrepreneurship, Product Management, Demand & Supply Planning, and Internal Consulting (M&A Vetting, Integrations, etc.).Internal consultant to corporate-owned businesses (in Canada & Iowa) and liaison between Marketing, Sales, Operations and Finance for planning, forecasting, and other needs. Developed and presented long and near-term strategic analysis of the entire product portfolio. Provided plans & forecasts to executives, operations planning, corporate budgeting, program & pricing initiatives, new product development, product enhancement, sales goals, and distributor programs.Progression of Roles & Responsibilities:2003-2006 Forecasting & Planning Leader/Internal Consultant (Marketing/Sales/Demand Planning)2000-2003 Product & Channel Marketing Analyst (Marketing/GIS/Demand Planning)1998-2000 Commercial Group Marketing Analyst (Marketing/GIS/Construction/Entrepreneurial)1995-1998 Distributor Account Manager & Purchasing Agent (Sales/Orders/CSR/Procurement)1994-1995 Inventory Manager (Operations/Value Stream)1988-1993 Assembly Line Lead (seasonal – undergraduate summers)