We proudly build the places people Live, Work, and Play. Our Premier Shelter brands include Metallic, Ceco, Star, MBCI, ABC, Union Corrugating Company, Fortify, and Mueller.

I am part of a great team that is creating value and positively contributing to communities where people live, work and play. We are the number one exterior building products company in North America. I lead our highly committed manufacturing, planning operations, S&OP, and supply chain teams within Shelter Solutions. We build pre-engineered metal buildings, metal roof & wall components, and metal accessories that are best in class. Our Shelter Brands proudly include MBCI, ABC, Ceco, Star, Metallic, Robertson, Fortify, and Union Corrugating Company.

Led manufacturing organization of our Engineered Building Solutions Division with 6 US and 1 MX manufacturing locations serving North America metal buildings markets. Am privileged to lead a team with over 1,500 hard working team members with a heavy emphasis on safety and quality.

Directed the operations and was directly responsible for all activities across 5 manufacturing facilities supporting Merchants Metals’ 35 distribution centers serving fence contractors and distributors across the United States. Led organization of over 500 employees across 4 US and 1 Mexico location.• Consolidated 5 facilities into 4 after transferring work out of Indiana location; Transfers of work and closure completed on budget with empathy and respect.• Led remarkable turn-around of flagship manufacturing plant in Houston, TX and later leveraged site efficiencies to absorb most of the work previously in Indiana.• Delivered reductions of raw and in process inventory increasing turns by over 60% in manufacturing.• Delivered double digit productivity by driving process improvements with lean tools, communication rhythms, and leveraging current technology.• Was trusted to take ownership of EHS for the company as interim lead from Feb 2019 to April 2020 before VP of EHS was put in place.• Led development of ‘Safety Pillars’ to organize and prioritize safety initiatives across the organization; Represented the company in safety meetings with ownership; Introduced HIPO concept establishing the PSIF (Potential Serious Injury or Fatality) category.• Developed and integrated fulfillment metrics and reporting, wing-to-wing order management process, Production, Sales, and Inventory (PSI) rhythms with automated reporting, stock status reporting with details by service center, date management processes for all stakeholders, and supported architecture of S&OP.• Applied 6 sigma basics to establish critical to quality variables for strand products and improved product quality shelf-life, yields, and packaging.• Maintained operations through CoVid-19 pandemic with swift actions to ensure safe operating conditions with PPE and policy innovations.

Was responsible for defining the strategy, all financials, and activities across a 50-acre engineering, manufacturing, & equipment services campus with 15 buildings and 425 employees making state-of-the-art Oil & Gas Offshore equipment. Developed direct staff of 13 senior managers to expand their leadership capabilities. Drove high performance as it related to all metrics and financials of a large complex multi-modal manufacturing and services facility. Led the organization to align with the overall business strategy driving improved safety, quality, cost competitiveness, and speed for the customer.

Led business performance globally in the areas of inventory, customer on time delivery of products, and costs of operations for warehousing, logistics, planning, and scheduling for Downstream Technology Solutions which included 20 manufacturing and services locations. Product cycles spanned from large long cycle complex projects to stock spare parts and short cycle units.

Was responsible for improving performance in the areas of fulfillment and inventory of Pressure Controls, Artificial Lift, and Downhole Technology businesses which included 17 manufacturing plants and 50 service sites globally. Led a team of senior professionals that took ownership of all scheduling, planning and procurement, system implementations, key performance indicator visibility and monitoring, supply chain interfaces to inquiry-to-order processes, and warehouse and distribution activities.

Served as Director of the Supplier Development Committee, aligning available resources to the goals and objectives of the Maquiladoras of the Nogales, Sonora area as it relates to supplier development and that which benefits local Maquiladoras and Community. Contributed, participated, and promoted various other activities and events that align with AMS missions that benefit Maquiladoras such as GE Nogales.

Led team of salary professionals to drive high performance as it relates to all metrics and financials of a manufacturing facility of 280 total associates and generated activities that align with the overall business strategy. Partnered with the sales and product management teams to align plant resources and strategies to our customers resulting in significant growth of market share. Led NPI teams and other technology projects within the plant engineering and technology teams and UL certified laboratory. Built a lasting talent pipeline, drove big changes using Lean tools, and realized very significant improvements in quality, safety, product cycle, inventory turns, and operating margin.

Led team of salary and hourly professionals at a Dry Type Transformers plant creating and establishing processes that meet or exceed business goals in customer service, inventory, growth, quality, EHS, and cost. Managed complex issues cross-functionally to ensure delivery of projects, align long term strategic planning to daily actions and needed milestones, and promote activities that support the overall business strategy. Provided focused training, coaching, and career path planning to staff and other professionals desiring career growth. Oversaw daily operations of purchasing, scheduling, customer service, receiving, shipping, and warehousing. Partnered with Finance on completion of month end & quarter end activities, goals, and forecasting. Partnered with Lean developing strategy and vision for future plant layout and desired cross functional interworking.

Led team of hourly associates to deliver on production targets with safety, quality, and within cost constraints using LEAN tools, training, and methodology. Also led the plant as cost out leader coordinating with all other functions project timelines in events tracker, project funding usage, and change management checklists requirements. Utilized "High Involvement" process to drive projects that directly address EHS issues, employee feedback, and cost reduction.

Transfer of Work Leader - Bloomington, ILProduction Supervisor - Burlington, IAMaterials & Purchasing Project Leader - Burlington, IAManufacturing Engineer - Salisbury, NC