Chris Roughton Email and Phone Number

Responsible for Process Innovation (PI) which includes IT, enterprise applications, and business process optimization at Vertech, the US energy storage division of LG Energy Solution. The PI team provides technology and operations support services to the battery ESS grid integration project teams and O&M services group.

Expert operations and enterprise technology advisory for start-ups and enterprises making a difference for the planet. Client work includes building operational roadmaps for scale, assessing business process maturity, and delivering program management for strategic initiatives.

Responsible for operations and IT strategy, enterprise systems, and business processes to scale manufacturing from pilot stage to high-volume production. Built a high-performing IT and business applications team, implementing improvements in governance, security infrastructure, and process capabilities. Delivered organizational wide process updates and training for both Engineering Design and Contract approval controls. Crafted revised organizational structure and business strategy plans with presentations to C-suite leadership.

Managing consultant in the Business and Technology Advisory practice, supporting mid-market clients across New England in aligning business growth goals to the necessary technology and process improvement steps required to achieve them. Specialized in delivering operations technology strategy and program management engagements to clients in a variety of industries, including manufacturing, distribution, nonprofit, and financial services. Founding member of the firm’s ESG working group.

Strategy & Management Consultant focused on middle-market clients ($50M - $500M in annual revenue), delivering expertise in operations strategy, business process improvement, technology strategy, and system implementations. Directly engaged and advised clients' C-suite and executive teams across all projects, which included include ERP and process advisory for a multinational non-profit, service route and costing analysis for a national beverage distributor, enterprise technology advisory for a public biotech company, and supply chain planning optimization for a medical device startup.

• Responsible for all field service, manufacturing, and supply chain operations for a high-growth IoT startup that sells and services machines that dispense flavored still and sparkling water on demand, eliminating the need for plastic bottles. • Managed and grew a nationwide team of operations personnel by 210% to support a 400% increase in unit installations in 18 months, while keeping customer attrition less than 2%. • Developed and implemented a new operations organizational structure to support Bevi’s strategic growth plan, promoted internal candidates to new positions, and provided mentorship and coaching to support those new responsibilities.• Developed a supply chain forecast model for flavor and unit inventory to efficiently manage cash resources and reduce customer service issues due to inventory stock outs.• Created Key Performance Indicators for managing both internal Bevi operations and external distributor service groups, developing the communication cadence and follow up procedures to drive improvement. • Identified and negotiated the contract with a new consolidated logistics carrier to provide better service and scalability of Bevi’s operations, reducing damage complaints by over 50%. • Directed the creation of training materials and operations playbook for the technical training of Bevi employees and the service staff of distribution partners. • Led a project to implement an ERP system for Bevi; responsible for the business process scoping, data analysis, and training plan to upgrade the financial and operational systems from basic spreadsheets and manual processes.

• Responsible for six production planners who implement the production forecast, coordinate material availability, and meet delivery commitments for $40 million of annual sales orders in bioprocess and laboratory instruments, spares, and accessories. Also managed the material alignment and production coordination for all new product development projects. • Led a team of twelve warehousing employees, responsible for inventory management, material distribution, outside processing logistics, and finished goods shipment. • Directed a group of eight machine shop operators who fabricate parts for production and support other R&D activities. • Developed Key Performance Indicators for the entire manufacturing organization and lead efforts to improve the data availability and efficiency of extraction. • Served as the general business process expert within the manufacturing organization, providing support and counsel for the development and continuous improvement of internal processes. • Delivered a 50% reduction in raw material parts shortages within the first six months of role through organizational structure changes and improved master data management.

• Implemented a combined Enterprise Resource Planning (ERP) system of Infor and SAP for Eppendorf Cryotech in Maldon, Essex, UK. Collaborated with US, UK, and German stakeholders for the data migration, process optimization, and employee training. Project went live on schedule with no significant market service impact. • Managed two business analysts who supported the ERP process improvement and further training of the Enfield manufacturing team. Focused on delivering solutions for data integrity and training on the impact of material transactions to business financial performance (COGS vs. Expense, Inventory Value, R&D project accounting).

• Implemented a combined Infor and SAP ERP system to replace Oracle Applications ERP for Enfield Manufacturing group. Learned the system functionality and developed a project plan which delivered on all system go-lives without any major production impact. • Directed the relocation of New Brunswick Scientific’s assembly, machining, engineering, service, and marketing operations from New Jersey to Connecticut. Achieved an on-time and under budget start up, despite delays in the construction of the Connecticut site addition.

• Responsible for manufacturing process improvement, product quality investigations, R&D support, BOM & routing maintenance, and updates to ISO 9000 documentation.• Led a kaizen team on assembly cell downtime caused by part shortages. Team identified several kanban and process improvements to deliver a 50% reduction in downtime associated with part shortages.• Worked with purchasing team on outsourcing sheet metal parts for the shaker product lines to deliver material cost savings of nearly $1 million.

• Responsible for all continuous improvement and Lean Manufacturing related initiatives for the company, using tools such as 5S, kaizen, FMEA, Preventive Maintenance, and Five-Whys. • Led a capital improvement project to eliminate the large batch drying of plastic resins. The implementation of an improved technology reduced overall energy costs for drying by 50%, increased production capacity, and saved $100K annually in scrap material costs. • Applied for and received a State of New Jersey grant for Lean and Continuous Improvement training. Coordinated several Lean projects in order to capitalize on the invested training and the employees’ efforts to reduce costs during the global recession.

• Responsible for all production goals & targets for a Progresso Soup production team of 50 operators and technicians.• Developed and executed training plan for new operators in response to operator turnover of more than 50% on 2nd shift. Delivered improved operator knowledge base and increased average system performance by 3%.• Facilitated Focused Improvement event for the Taco Shells area. The team reduced topic specific downtime by 54% and delivered over $40,000 in productivity to business.

• Rotational Operations Leadership Development program with positions in Process Engineering, Production Team Leading, HR, and Finance. • Delivered a raw material scrap reduction plan that identified over $1 million in annual productivity savings• Developed a plant HR process for new employee orientation and managed the first hiring of a candidate under the process.