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Executive leader determine growth goals with full P&L responsibility . Develop intensive, ambitious business strategies, short-term goals, and long-term objectives. Engage all employees and functions to empower self-management lowering costs of quality while increasing throughput. Effectively manage a growing team in 3 locations. Industrialized all manufacturing processes of the business. Design and determine supplier development and quality control systems ensuring business is able to self-fund its growth needs.•Spearheaded overhaul of company growing business throughput by 750%.•Increased productivity by 363%.•Improved profitability by 1250% after taking over leadership of the business.•Kimbo has received numerous accolades including from Yahoo, Tiny Homes Magazine, and RV Travel.

Responsible for entire organizational frameworks from capital investment to information technology to management of all manufacturing operations. BFG is a global leader in the design and manufacture of advanced FRP composites with over 2,500 employees world-wide dedicated to quality and innovation.BFG products span five industry sectors:• Architecture and Infrastructure • Transportation • Wind and Renewable Energy • Environmental Systems • Leisure and Recreation

Global online streaming video service on the subject matter of productivity and efficiency. Specifically in the genres of Kaizen and Lean Manufacturing to help organizations and professionals contribute more to their communities they serve.• 400+ published videos• 98 courses• 19 subjects• 1100 supplemental content• 90 quizzes

As the founder I developed 334 published literature and training products under the themes of productivity and efficiency. I established global distribution channels, multiple languages, reseller networks, university channels, and supportive material for consulting services. Grew the business to exit, culminating with the sale of the business catalog to Routledge Taylor & Francis Publishing Group from the United Kingdom.Simultaneously served as President of Enna while leading organizational transformation programs at clients’ sites due to special experience and knowledge of superior business transformation. • Major initiatives focused on the need to reduce costs, reduce delivery times, increase velocity through all operations, and increase productivity while maintaining service levels. • Responsibilities included developing relationships and providing direction to clients' senior management teams. This ensured success and support for the improvement and change within each business unit. • As Executive Project Manager, directed the assessment process, the design of proposals and contracts, and assessment of capabilities. • Completed management and implementation of multi-year contracts that allowed the clients' businesses to thrive and return great value back to their employees and communities.You may contact me at collin@enna.com

Top leader responsible for a staff of 320, two divisions, multiple departments, of a high-end custom manufacturer of European style cabinetry. This included the departments of assembly, paint, styles and rails, sanding, machining, milling, countertops, engineering, design, maintenance, and other members of management and supporting departments.Developed and managed a highly cohesive and effective operations team. Designed and implemented the Columbia Production System (Lean Transformation) for both divisions. Changed the organizational structure from departments through supervisors and plant management to remain adaptive to changing business climate. Focused on yield improvements, cycle time reduction, lead-time reduction, and variability reduction using Lean methods, and other process improvement techniques including six sigma and statistical modelling.• Identified and implemented alternative manufacturing practices to improve product manufacturability, performance, cost, delivery, and quality.• Developed an overall methodology for the implementation and cultural shift to a Lean manufacturing environment at all manufacturing plants. • Created a culture of team problem solving and continuous improvement.

Infrastructure Engineering Manager responsible to assess, develop, and manage major initiatives within the network of warehouses for DHL’s Express Logistics within Europe, Middle East, and Africa (EMEA). • Focused my energy on the effectiveness of the supply chain system of DHL to improve coordination, reduce costs, and ensure world class control of DHL’s network of assets on an hourly basis. • Major initiatives focused on turnaround time and shipment of critical high value parts to any site within the EMEA region. • Responsibilities included developing and directing relationships with Logistics Managers for each country. This ensured success and support of changes in order fulfillment and shipping systems and techniques. • Actions translated into complete management from assessment and design to implementation of changes.

Senior Kaizen Project Manager directed and coordinated the consulting efforts.• Structured the division’s consulting effort through the use of different business models in order to attract organizations to our Lean Transformation Model.• Successfully built the division into a multi-million dollar consulting firm.• Coordinated the implementation of projects to ensure total success and highest level of service and ROI for clients.