Led an 18-month program to consolidate manufacturing facilities located in Wisconsin and Mexico into a new factory operation in New Hampshire. Developed, implemented, and executed project plans for plant closures in Horicon, Wisconsin and Tijuana, Mexico. These actions included closing down the satellite plants, transporting manufacturing production and support machines, and transporting on-hand parts inventory and Finished Goods (FG) to the parent factory in Claremont, New Hampshire. Coordinated cross-functional efforts of teams in all three locations to ensure we met customer requirements with no line-down impacts to their operations. Safely transferred over 400 pieces of manufacturing equipment, inventory and finished goods without incident. Dispositioned major machines deemed obsolete, to include stamping presses and CNCs, to locations within the USA and India. Successfully prepared and turned over the property to the owners to expedite a rapid sale on time and within budget. Met all major milestones on time and within budget. Ensured employees had options to relocate and/or provided company and state assistance in finding new employment.

Led over 130 associates in a high-volume, cold-formed, metal parts factory supplying the automotive industry. Rapidly Improved internal communications and implemented organizational change. Improved plant safety, appearance, cleanliness, and performance through work redesign and lean transformation initiatives. Results included an increase in production, a reduction of quality defect rates, and a perfect safety record.

Leader of a high-volume, stamped-metal parts factory supplying the outdoor power equipment industry. Established a positive corporate culture and increased communication while implementing significant organizational change. Rapidly improved customer delivery metrics; improved and maintained on time delivery (OTD) to contracted levels. Reduced costs and improved productivity significantly by eliminating late delivery charges, implementing LEAN production practices, Single-Minute-Exchange-of-Die (SMED) techniques, enforcing quality and streamlining factory flow. Coordinated three major projects to improve quality efficiencies, a lean transformation plant-layout process improvement, inventory accuracy/finished goods optimization, and targeted capital investments.

Mentored and coached the Logistics Officer and staff of the Afghan Army's 1st Special Operations Brigade. Trained and supervised the logisticians supporting the Afghan Commando unit's combat operations, ensuring key deliverables of all classes of supply, transportation, distribution, and contracting, remained on schedule and within budget guidelines, directly affecting mission success.

Supported Soldiers in Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF). Provided Soldiers with mission essential, state-of-the-art, individual and small unit equipment, enhancing their lethality, mobility, and survivability on the battlefield. Responsible for the leadership, welfare, security, housing, and performance management of assigned employees. Accountable for Kuwait and Afghanistan warehouse operations, including a $50M inventory. Developed and implemented standard operating procedures, reporting systems, training, and policies, improving internal and external communications and enhancing operations. Improved the soldier (customer) experience by eliminating inefficiencies, improving issue line processes, and reducing soldier issue time. Supported forward-deployed soldiers by executing numerous missions to forward operating bases (FOBs) in Iraq, Bahrain, Qatar, Saudi Arabia, Afghanistan, and Pakistan. Personally led missions into hostile-fire zones. Negotiated and implemented multiple contracts with Kuwaiti companies for construction projects and logistical support, ensuring the US government received the outstanding value. Designed, implemented, and managed a shortage-due-out tracking and issue system, eliminating a backlog of equipment due to over 700 deployed units in four months. Closed out OCONUS contract operations with inventory and property accountability to the US Government (USG), ahead of schedule and under budget; commended by USG officials for the successful and efficient closeout of the program. Successfully briefed C-Level Executives and VIPs, including a former US Army Chief of Staff, the L3 Communications Chief Executive Officer (CEO), and numerous retired four-star General Officers (GOs).

Responsible for the development and implementation of numerous high priority projects in the Qwest Local Network Services LNS organization, an employee operation providing telecommunications services to 14 states. Managed the rollout of an employee-generated product and services referral program (YOU CAN). Exceeded the target by developing key deployment and marketing strategies, including the integration of sales referrals through technician’s wireless devices. Coordinated, developed, and rolled out a performance management and productivity improvement program, including new technician performance measures and all associated management reports. Productivity improved returning over $7M in cost savings to LNS.

Held various combat arms leadership positions in the United States and Europe including: Tank Platoon Leader, Scout Platoon Leader, Tank Company Executive Officer, Operations Officer, Cavalry Squadron Maintenance Officer, Cavalry Troop Commander, and Regimental Plans and Exercises Officer. Key responsibilities included leadership development and training of subordinates, standardization and delivery of unit training, deployment of personnel and equipment overseas, distribution of awards and discipline, and maintenance of vehicles and equipment. Awarded the Draper Combat Leadership Award in 1990 for leading the most combat-ready and well-trained troop-sized unit in the 11th Armored Cavalry Regiment (ACR).