Responsible for the full P&L of a 250,000 sq ft cold storage operation that provides 3PL and 3PW supply chain logistic service for the cold storage industry. Warehouse, Operations, Maintenance and Transportation ensuring all policies and procedures are followed in the efforts to provide Safe, Quality 3PL and 3PW services and timely Transportation service to our customers.

Responsible for leading and directing $26 million dollar operations from EH&S, materials, manufacturing to shipping ensuring all policies and procedures are followed in the efforts to produce and deliver a quality brake shoe, stamping parts, and OEM brake shims safely, timely and efficiently. Responsible for the full P&L of the Plant operations. Also an effective driver of Lean continuous improvement efforts and kaizen events to drive all KPI’s: Safety, Employee Morale, Quality, Delivery, Cost and Inventory. • 9 Direct reports; Quality Manager, Buyer, Tooling Manager, Materials Supervisor, Maintenance Manager, 3 Production/ Shipping Supervisor(s), HR Administrator, to oversee 95 indirect reports for a 2 shift, 5 day operation.

Managed direction and planning for plant with $36M in annual revenue. Established operational policies and implemented process improvements / standard work to ensure superior quality and outstanding throughput of trailer hauling solutions. Lead a team of 9 direct reports overseeing 150+ exempt and non-exempt employees. Managed operational and capital expense budget exceeding $2M.

Lead and directed a team of 42 in the daily management of the MRO supplies at the BMW site. Direct the daily functions of supporting parts procurement, logistics, delivery and inventory management for 75k+ parts with full P&L responsibility.• Accelerated Sales from targeted $12M to an actual $25M.• Increased inventory accuracy by 11% (from 86% to 95%) for 75k+ parts, inventory value in excess of $50million through the implementation of RCCM process in the daily cycle counting process. • Created and continue to foster a culture of ownership and accountability through empowerment, continuous coaching, developing and challenging direct/ indirect reports to think outside the box and identify ways to run their area/operations better.

•Managed 4 direct leaders and 158 indirect (fulltime & temps) production operators in the day-to-day pack operations for Sears Craftsman tools, Allen, Armstrong, Government and other private labels. •Daily tasks consists of managing Safety, Quality, Planning, scheduling, staffing, material management, delivery, cost and ensuring the Shipping team met on time delivery goal of 95%. •Consistently maintained Delivery targets at or above 95% and maintained customer past dues below $50k weekly.•Through the use of ABS tools, removed non-value added steps which resulted in increased productivity by 10%.• Continuously coaching, creating a culture of ownership at all levels. Supervisors / Team leaders and Operators.•Coordinate and communicate weekly shipping plans for deliveries with corporate customer service manager. •Influential leader of cross–functional teams.

•Managed 5 direct leaders and 74 indirect Union employees through the logistics of Elkay management operating system, utilizing lean manufacturing principles to identify opportunities for process improvements and overall organizational effectiveness.•Implemented, evaluated, and continuously improved processes and operating systems for the Manufacturing of stainless steel sinks; directed production activities and established production priorities; implemented operating methods and procedures that focused on eliminating Operating problems and improved product quality and productivity. •Provided leadership and training to accomplish the company goals and objectives; ensuring effective employee relations through coaching and development. •Essential leader and driver of ensuring operators awareness and understanding of the evolving business and the need to lower operational cost.•Influential member of cross-functional teams in plant improvement projects, utilizing lean techniques to improve safety, 5S, quality, product flow, and scrap reduction.

Responsible for coaching and developing front line Supervisors and Managers in the daily management of their respective KPI's. Responsible for coaching and guiding front line Supervisors and Managers through the process of managing and decision making based on data and the impact to the bottom line.100% travel to various clients, including Elkay sink manufacturing, LG&E Energy, Tampa Electric,Newport News shipbuilding, Baxter pharmaceutical, and Magna-Donnelly implementing businessmanagement solutions, which provided tools to better, manage the business on a daily basis throughconsistent follow up, probing, managing by the numbers, and accountability. • 85% of time spent interacting daily with frontline managers on the floor probing managers and supervisors to root cause issues, manage by the numbers, and hold people accountable. • Leader and driver of the Management Operating System (MOS). The MOS is a systematic approach to identifying opportunities for improvement and addressing them by using Lean tools (fishbone, root cause, A3, Value stream, DMAIC, time studies, etc.) by assigning action plans and holding one accountable for immediate results.• Identified as a “fast track” leader.