Providing small businesses, start-ups and not-for-profits with independent consulting services regarding available tax credits and tax filing preparation, accounting and financial reviews and operational efficiency strategies.

➤ GEP Cloud Supply Chain Management Application Implementation: Led the design of standardized supply chain management processes that address direct materials procurement, inventory management and demand planning. Project addressed real-time visibility of inventory, captures material movements with mobile technology, and performs hierarchical time series statistical forecasts, multiple concurrent forecast modeling and consensus planning for materials and services required to build and maintain its electric infrastructure.➤ Oracle Cloud Fusion Procurement & Supply Chain Application Implementation: Led the program across multiple workstreams that developed the solution strategy and architecture design addressing the supply chain complexities associated with sourcing, storing, managing and delivering liquid inventory. Key components included process improvement and role change impacts, inventory traceability, legacy system integrations and enhanced reporting and analysis,➤ Oracle Cloud Fusion Source to Contract Application Implementation: Led the sourcing and procurement effort to modernize a legacy platform that enables better reporting, less manual intervention and improved governance. Program addressed disparate systems with multiple master data records, sourcing process inefficiencies and lack of visibility to contract compliance and key data points. ➤ Supply Chain Collaboration Digital Transformation: Led the overall digital transformation of client's supply chain collaboration program through the implementation of supplier management and direct spend solutions provided by SAP Ariba and complementary supply chain finance and quality issue management solutions provided by others. Responsible for overall program management, partner enablement and business readiness communications, solution architecture development, integration strategies, training sessions and the establishment of business value metrics.

➤ As General Manager, I was responsible for safety, sales, operations, procurement and quality for a $15 million divisional unit manufacturer of lawn and garden equipment, utility trailers and contractual fabricated parts. Managed a team of 3 direct reports, an additional 4 professional staff and 45 production associates. ➤ Generated consecutive months of operating income through operational efficiencies and cost savings following an inconsistent earnings history in a highly competitive and commoditized retail product market.➤ Developed product specific sales analysis that identified negative margin SKUs, allowed periodic pricing reviews and supported a negotiated price increase between 14% and 33% with a major big box retailer. ➤ Led sales team through Sandler Sales Foundations Training, shifting approach from features and benefits selling to a method that helps the prospect discover the true pain and offers the appropriate solution.➤ Established a daily stand-up meeting between Operations, Sales and Purchasing managers and created tools to identify priorities for the day/week, review safety and divisional metrics and recognize accomplishments, resulting in reduced production line emergency interruptions and improved customer on-time delivery.

➤ Charged with building capabilities throughout the organization within operations, procurement, sales and back office to improve processes, drive efficiencies and create measurable financial returns. As a consultant, applied LEAN principles to operational and administrative process flows to create the capacity for growth by eliminating waste.➤ Led a LEAN workflow analysis of standard production routings for three major products. Evaluated material flow throughout the facility and implemented changes to physical locations of machinery and work cells, resulting in a 50% reduction in material handling traffic and eliminating work stoppage and safety concerns. ➤ Implemented improved physical inventory procedures by introducing a grid-based warehouse and production bin location system, part bin identification tickets and cycle counts, resulting in an initial 50% reduction in the book-to-physical adjustment and a 35% reduction in the personnel time required to execute.

➤ Accountable for $500 million in global spend, $125 million in inventory and $20 million in managed freight (primarily dry van and ocean container) across diverse material categories. Managed a team of 12 direct reports and 25 indirect reports across five unique businesses of industrial products, consumer products, oil & gas equipment, alternative fuel systems and cryogenic vessels. ➤ Developed and deployed global strategy for centralized procurement & supply chain functions. Transformed departmental focus from transactional based to strategic value based solutions. ➤ Led procurement due diligence procedures on significant acquisitions into new product markets and fully integrated nine newly acquired businesses by developing an Acquisition Integration playbook.➤ Championed Business Analytics and Reporting to enable real time decision making. Utilized supply chain network optimization software to evaluate centralized fulfillment center, centralized receiving center, vertical integration with customers and a customer requested logistics project.➤ Improved cultural health survey scores to top of division. Department scored at #1 on twelve of fifteen questions regarding management philosophy, performance feedback, opportunities, objectives and metrics.

➤ Accountable for the integration and delivery of pricing excellence through the development and use of standardized quote processes, clear decision rules for price setting, robust pricing support tools and centralized market intelligence in accordance with customer specifications. Managed a team of 7 individuals across four business units for cold rolled strip, coated, hot and cold roll sheet and toll processing. Was an Initial member of the Steel Trading Desk as authorized trader within the Hot Roll Steel Futures market and other commodity markets providing fixed price options against variable priced materials. Developed precursor to a Demand Planning department using IBM predictive analytics software

➤ Directed the prime and secondary market steel purchases for the Dietrich Industries business unit. Managed a team of 4 individuals affecting annual spend of $185 million (250,000 tons).➤ Consistently met annual targets for purchasing material below market and developed and deployed a supply chain network optimization program to plan and place monthly prime steel purchases on the spot market.

➤ Project One was a significant initiative to replace legacy information systems with an Oracle ERP solution. Scope consisted of implementing Financials (AP, AR, Ledger and Fixed Assets) and Shop Floor Costing.

➤ Consolidated the transactional functions of accounts payable, accounts receivable and cash application plus the financial software application support across nine decentralized facilities.

➤ Implemented Geac SmartStream, a financial software package, at the corporate office, seventeen subsidiaries and three joint ventures to replace a legacy mainframe system. Provided post-implementation support.

➤ Served two clients, a publicly held diversified manufacturing conglomerate and a communications company, with audit, tax and due diligence consulting services regarding Securities & Exchange Commission filings, acquisition and divestiture activities and employee benefit plans.