BEVWRX was launched in 2021 to work with companies to create, develop and expand their beverage products. Leveraging BEVWRX consumer insights platform, product design capabilities, and deep supply chain partnerships it is able to reduce the risk for incumbent and emerging brands to rapidly bring products to market. For more information on BEVWRX, please visit BEVWRX.com.

Make an impact and leave no trace™...Beyond Plastic is an R&D and production facility utilizing PHA (polyhydroxyalkanoates) plastic. PHA comes from nature and returns to nature, leaving no microplastics! How cool is that?! We research, design, formulate and commercialize PHA plastic products where traditional petro-chemical plastic is being used. 100% recyclable, compostable and biodegradable.

Don’t Quit! is a line of nutritious and healthy beverages pioneered by Jake Steinfeld, the fitness icon behind Body by Jake, and L.A. Libations, emerging brand creator and incubator. Launching August 2020, Main functions/area of concentration :- R&D - formula development, commercialization, QA/QC- Operations - copacker mgmt, raw material sourcing, purchasing, production, inventory management and distribution- Service & Support - Customer Service, EDI and Consumer Affairs setup

Responsible for leading and managing the Customer Care, Logistics and Program Management departments. Manage internal Business Operations including donations and liquidations. Liaison to Coca-Cola Consumer Affairs and IMCR (Incident Mgmt and Crisis Resolution) departments. Responsibilities include service metric analytics, value stream mapping, department and cross-discipline process improvement, training and development, process and procedure documentation for Customer Care, Logistics, Supply Chain, and Program/Change Management.• Led transition of Natural Channel business to sister company. Included customer migration, SKU and pricing alignment, SKU/whse transition including forecast and inventory management. • Leading Change Management, introduced to market SKU wide packaging redesign initiative, 12 new SKUs, 2 formula changes and 5 Country of Origin changes. Manager of Customer Care and Business Operations (03/13 – 6/14) • Created and implemented customer care processes and service metric analytics to consistently meet/exceed 98% OTIF requirements. Included working with 3rd party logistics, warehouses and customer base to streamline processes and create SOPs. • Manage Change Management Process. Work with cross-functional team including Technical Services, Marketing, Supply Chain, Operations and Exec Mgmt to ensure on-time project completion. Utilizing One Page Project, creation of templates for new SKU development, changes to existing SKUs, international and domestic production and co-packing changes. • Improved Consumer Affairs process by revamping process, identifying clear roles and responsibilities and ensuring support of Coca-Cola SLAs.

Led and managed the Desktop Business Unit that included Customer Service, Tech Support and Inside Sales. Responsibilities included revenue generation, business process improvement, vendor management and client-facing technology enhancements.• Implemented an outsourced telemarketing initiative resulting in a 50% increase in Net New accounts.• Created training and development plan for staff which included a learning exchange program with other departments.• Wrote Business Requirements and defined UAT testing needed for technology enhancements which resulted in 85% fewer roll-backs during deployments.• Established robust business processes and performance standards for order processing, customer service and tech support teams to drive productivity and enhance the customer experience.

Reporting to the VP of Sales and Marketing, led the management team for Domestic and International Inside Sales, Technical Support, Consumer Customer Service and Fulfillment. Developed a series of sales, inventory and client reports that provided the executive management team with concise and consistent benchmark and performance data. Provided tools to focus on critical needs. • Created a formal EOL process that led to the systematic identification and reduction of 200+ products leading to focused sales and manufacturing effort.• Managed the departments that led the organization in the implementation of ISO. - Passed the DNV audit through discipline, organization and effectively setting priorities.

Led 40+-person team across 3 facilities to oversee all customer service and support activities, including production planning, order processing and fulfillment. Directed 6-person technology team in all facets of systems and applications management, establishing special projects teams; determining scope, time lines, and deliverables. • Managed the consolidation of three ERP platforms and five locations into a single platform, moving from profit center to cost center reporting.• Consolidated three CS locations into one without an interruption to business operations. Established new training programs, hired proper staff, standardized pay levels and realigned CS territories. • Led the creation and implementation of Customer Self Service software and Automated Estimating System to validate manufacturing costs, project operating margins, and automate forms, resulting in 35% reduction in quote time.

Promoted to lead 130+-person team in full breadth of operations, to include business development, marketing, manufacturing, distribution, IT, financial management, and customer service. Directed project teams and cultivated vendor and supplier relationships. Planned and managed annual operating budgets.• Delivered 2.5-fold increase in division profits through procurement cost reductions. • Applied quality management methodologies to identify redundant and costly process steps to secure 30% productivity gain.• Coordinated warehouse relocation from New York to California for sister company. Selected property, negotiated lease terms, installed inventory management system.

Directed team of 85 associates in all aspects of manufacturing and logistics. Prepared production forecasts based on historical demand and emerging market trends. • Increased on-time performance by over 25%, within a six-month period by creating capacity planning tools by department and reporting tools that brought exposure of all orders to all internal departments.• Reduced lead-time by over 30% without increasing costs and secured a new endorsement and doubling the business from this buying group.• Established extensive cross-training program to augment production resources, with 96% of associates trained in more than 1 manufacturing process.