Project manager that successfully led transition from Epicor ERP system to SAP B1 ERP system for entire organization. Five project leads from all business functions reported to me during the 6-month project phase. • Developed discovery and planning, design, data cleanup, cutover document and system testing to ensure a smooth transition.• Developed and got buy-in for a Global Supply Chain manager role after assessment revealed that this position was needed to correct poor performance in this functional area – First to serve in role.• Implemented demand planning and forecasting process and systems. Trained demand planner, sales, and production on demand plans, supply plans, and production plans.• Reduced SKU of slow and obsolete stock by 30% freeing up cash flow of $1.1M in inventory. Liquidated by working with sales Operations and Marketing.• Implemented new Product Development process resulting in improved technical data cataloging and improved time to market by 20%.

I was accountable for developing and implementing strategy for this global manufacturing exporter to align all business functions; Operations, Supply Chain, Procurement, Sourcing Marketing, Sales, Customer Service, and R&D, and led a team of 35 professionals. I worked closely with the Co-founders and CFO.I joined Teknatool in a difficult period for the company and faced many challenges due to financial difficulties and frequent personnel changes.Successes include reducing employee turnover by 50%, cutting costs by 20%, and implementing critical design review strategy that reduced development time by 25% and increased quality significanly.

Recruited by CEO to rescue manufacturing operations in North America.Direct operational and line control of 8 direct report managers and a span of control over 350 hourly employees that supported 16-hour operations. Also, had direct operational control over procurement with 2 direct reports and span of control of 6 hourly employees. Directed control of 75K warehouse operation focused on maintaining HACCP control over 200 weekly rotating SKUs. P&L responsibility of $5MM annually.WINS:> Rescued U.S. manufacturing operation struggling with declining employee motivation, poor process flow and escalating inventory waste. Reduced waste by 90% and improved employee retention by 40%.> Led aggressive sales growth from $700K to 2.5M per month.> Implemented SOI&P process to align demand, production and procurement efforts. Result was 90% reduction in waste of product in inventory due to expired shelf life.> Created a Quality Assurance portions and established HACCP, Servsafe and quality controls in procurement and production process. Result was a decrease of 30% in quality issues reported to call center.

Within 6-months, promoted to District Manager with operational control over 7 large distribution centers between 450K and 975K square feet. 6 General Manager Direct reports and span of control over 400. Combined P&L responsibility of $75MM. Total SKU management in excess of 100,000 SKUs loading a combined average of 250 flatbed trucks per day.WINS:> Increased productivity by 30% and capacity utilization by 15% through rollout of Lean and Kaizen strategies and standardized processes.> Improved inventory accuracy to greater than 98% in all facilities reducing store stock outs by 15

Direct responsibility of Procurement for 2MM square foot manufacturing plant and MRO inventory supporting all manufacturing capital equipment.

Lead for project team supporting business transition from 50 legacy IT systems to SAP ERP system. Managed team of 45 subject matter experts and collaborated with 35 global activities and senior leaders in Navy Supply Chain to achieve success.

• Devised program and plan that addressed monumental issues with uncontrolled inventory, aged material and procurement bottlenecks that resulted in high cost to serve, low forecast accuracy and low customer service.• Saved $60 million in resolving duplicate forecasts. • Saved $10M in inventory holding cost by merging wholesale inventory and procurement systems into single ERP WMS and Procurement system allowing for better allocation and placement.• Saved $1.5M annually in labor costs through value stream mapping. • Developed & implemented integrated industrial production work flow process for inventory & stock flow.• Implemented S&OP program which improved material availability by 15% and reducing costs by 10%• Managed external vendors which reduced backorders by 20% by managing contract relationships.• Improved customer service response time by 25% and reduced backorders by 20% in CRM environment. • Improved on-time procurement awards by 15% by leading Lean Six Sigma project analyzing high priority requirements from global sources.• Improved overall forecasting accuracy by 12% by training personnel on proper procedures.• Partnered with Suppliers on product reviews to improve reliability, availability and visibility of MRO.

• First person selected for prestigious military / corporate Training with Industry Program. • Worked and trained in all aspects of retail supply operations to include: Domestic and Import Distribution, Delivery, Transportation, Supply Chain Management, International Logistics, Inventory, Planning and Replenishment, Merchandising, 3PL and Finance.• Attended weekly market intelligence calls with CEO• Participated in Growth Steering Committee and Board of Directors• Participated in strategic, operating and resource planning sessions supporting project to transform supply chain to a regional distribution network (hub and spoke) system

• Managed cross-functional logistics team that assessed and trained supply chain operations, managers and executive leaders for 35 globally dispersed business units. • Developed and implemented supply chain policies improving efficiency and accuracy in supply operations for aircraft carrier and naval air station operations. Managed, obtained funding and prioritized supply chain system upgrades resulting in more efficient operations. • Developed, implemented and trained senior supply leadership on comprehensive supply metrics standardizing process measurements across the enterprise and improved performance• Conducted numerous supply audits on 35 global operations across Naval Supply Enterprise• Project manager for numerous projects including aircraft carrier optimal manning and material cost reduction

• Improved customer service response time by 25% and reduced backorders by 20% in CRM environment • Improve on-time procurement awards by 15 percent by leading Lean Six Sigma project analyzing high priority requirements from global sources • Led Lean/Six Sigma project to develop and implement metrics that directly tied customer wait time of reliably replenish statistics to wholesale procurement performance for those particular SKUs. Result was an improvement of on-time procurement contract awards by 20% which decreased customer wait times by 15% • Led Executive Team to drive change to corporate level metrics which resulted in transition of reactive metrics to proactive focus metrics on customer outcomes for the Navy, Marines, Army and Air ForcePRINCIPAL ASSISTANT - SERVICESResponsibilities Managed six divisions that supported three separate Food Service Operations (providing meals for 5,000 personnel), Quality Assurance, Morale, Welfare and Recreation, and Finance Divisions. • Managed capital improvement contracts valued at $10MM that renovated and modernized three Food Service Operations • Managed procurement, order fulfillment, inventory management, shelf-life management, operations, regulatory compliance, and menu development for three food service operations • Managed chill, frozen and dry goods inventory valued over $1.5MM • Audited and managed financial records that resulted in zero discrepancies in three food service operations during supply operation assessments • Improved speed of serving lines by 30% by switching to self serve style Accomplishments Won Ney Award - Best Food Service Operations

Managed team that established a new Navy Fighter Aircraft (F-18 Super Hornet) and partnered with industry that provided initial supply and logistics support plans, to support demand planning and order fulfillment for globally dispersed customers.

Led and managed food service operation feeding 65 personnel and 2K SKU's of frozen, chill and dry inventory valued at $250K and a logistics support division managing 7K SKUs with an inventory of $5MM.

Part of Presidential Security Team that managed repair, installation and management of electronic security systems.