Accountable for the in-house manufacturing and contract manufacturing processes, equipment and tooling with 13 direct, and 7 indirect team members overseeing manufacturing engineering, manufacturing technology management, tool and model making, along with maintenance and facilities management. Prepared manufacturing capitals and budgets supporting the lion's share of the cost of goods sold annually. 2018-Developed, tested, and implemented SAP production planning (PP) with aggregate capacity management as the business process owner. 2018-Developed and implemented the manufacturing technology roadmap and released two automation capital projects projecting a substantial manufacturing cost reduction. 2017-Completed a feasibility study on a new design for manufacturability software that provided a potential cost savings worthy of attention on 17 medium and high volume tier 1 part numbers.

Accountable for Wagner’s consumer and contractor manufacturing operation with 7 direct and 98 indirect reports overseeing manufacturing engineering, manufacturing, assembly, component warehousing, along with maintenance and facilities management. Ensured meeting or exceeding company operational objectives pertaining to lowering operating cost and releasing new products while consistently meeting or exceeding quality requirements. Achieved these objectives by delegating authority to direct reports and other production and warehouse personnel along with coordinating efforts with adjacent department staff.  2016- Completed a 2 year distribution facility project that started from site selection in North America through to the grand opening ceremony. Facility is 215,000 sqft and reduced distribution overhead cost while increasing the company’s working capital starting the 1st year.  2015-Deeply engaged executive sponsor to transition manufacturing from a newly acquired international company into Wagner’s global manufacturing footprint. 2014-Responsible project leader for a corporate consolidation and global sourcing project that spanned 3.5 years. The project reduced component pricing by developing a multi-tier supply chain in Mexico, standard make cost reductions by moving select operations into another owned manufacturing facility, along with selling a facility providing cash from the sale and a reduction in recurring facility operating costs.

Accountable for Wagner’s consumer and contractor manufacturing plant operation with 5 direct and 228 indirect reports overseeing assembly, component warehousing, and maintenance. Ensured meeting or exceeding Company operational targets pertaining to safety, quality, delivery and costs along with being production ready for new products. Achieved these targets by delegating authority to direct reports and other production and warehouse personnel.  2013-Added 253 precision machined parts to pull system and implemented an electronic e-Kanban internet system reducing on hand inventory.  2011/12-Engineered and implemented a 2-bin point-of-use system to improve material flow from the delivery truck through the production line. Project freed up 15K sqft of manufacturing space, increased production efficiency by 8%, reduced component warehouse payroll, and sustained inventory accuracy at 98%, while unit demand increased by 23%.  2010-Initiated, structured, and fulfilled a project to reduce closed order costs by improving efficiency by 11% by focusing on standard work and improved definitions of roles and responsibilities. 2009-Initiated, developed, and implemented a component pull system that increased turns by 360% on 80% of company Tier 1 spend. 2008-Moved a 75,000 sqft assembly operation reducing overhead costs. 2007-Started the lean manufacturing and continuous improvement journey which reduced closed order variances the first year. 2006 o Moved a 65,000 sqft assembly operation reducing operating costs. o Moved a $80M in sales distribution center and implemented wave and batch picking layouts and systems.