Responsible for daily operations, sales, servicing accounts, finance and marketing.• Designed and implemented work flow optimization plan resulting in a reduction of production labor from 28% to 21% (360K savings).• Realigned reconstruction crews to optimize skill base resulting in a 24% increase in gross profit ($450K).• Created 2 additional revenue streams (storm team participation and outside reconstruction) resulting in an additional 1.1 M

Supply chain and risk management consulting. Projects included supply chain strategy, performance measurement, logistics outsourcing and warehousing and distribution efficiency. Selected projects:• Cost of Goods Sold - Assisted a Buffalo based CPG client in determining key operational changes needed to reduce their cost of goods sold. Project focused on process improvements, raw material procurement and workforce optimization. The changes resulted in a 22% savings in their COGS.• Distribution Network – Partnered with Logistics Leadership team for a Binghamton, NY company to help them redesign their distribution network to include reducing outside warehousing from 7 to 3 warehouses, reducing and renegotiating their contract freight carriage from 22 to 6. The company realized a 16% savings in year one of 1.3M.• Performance Measurement – Helped a Milwaukee based CPG client to determine what measures that matter and how to use them to improve results within their COGSM (objectives, goals, strategies and measures) strategy.• Partnered with 14 small to mid sized clients to reduce workplace injuries 22%. Achieved client savings of $500,000 based on reduction of insurance rate modification factor.• Conducted numerous Workers’ Compensation seminars for organizations such as the Cape Girardeau Chamber of Commerce and the Bootheel Training Association.

Responsible for all operations for this $5MM consumer brands company, including leadership for contract manufacturing, warehousing and shipping, customer service, account interface, quality control, contract research and development.• Performed due diligence for brands purchased, identifying key strengths and potential risks.• Led successful start-up of all operational systems and processes to support seamless transition from former ownership.• Reduced cost of goods sold by 12% through reduction in inbound and outbound shipping costs and aggressive management of raw materials and componentry.• Worked closely with contract manufacturers to extend payment terms, thereby improving cash-flow.

Created and developed site risk module to include seamless integration of Industrial Health and Safety, Technical Safety, Fire Protection, Environmental and Security for both paper products and diapers. Ensured compliance with all internal P&G controls, government regulations, and appropriate regulatory agencies. Budget of $8 MM with a staff of 105.• Reduced Workers’ Compensation costs $900,000 by devising new controls to reduce Total Incidence Rate from 1.6 to .5.• Created and implemented integrated Risk Management program model used as benchmark by all P&G Risk organizations throughout North America.• Developed operational programs and controls that eliminated risk of government agency intervention (OSHA and EPA).

Managed facility of 260 associates with annual budget of $250 MM in a high performance work system delivering results in Process Reliability, Quality, and Safety.• Successfully led operation to top performer nationwide in P&G Diaper Division (Process Reliability, Quality, Safety, People Development), reducing diaper/case cost by .05, saving $1 MM through utilization of preventive maintenance systems.• Achieved safety record of “0” recordable injuries, reduced OT from 6% to less than 2%. • Reduced absenteeism from 5% to less than 1% and reduced operation staffing by 34, yielding a budget reduction of $7 MM.• Developed organizational talent base, resulting in promotion of 16 out of 16 direct reports. Established clear expectations and results milestones; conducted weekly one-on-one coaching sessions with staff to ensure continued focus and alignment.• Maintained union-free status; successfully averted union organizing attempts through ongoing, open-door communication processes and a strong focus on building relationships with associates.

Managed 24/7 operation with $30 MM budget, shipping average of 100 trucks daily. • Reduced staff by 14 associates through increased efficiencies, saving $2.1 MM annually. • Developed and implemented Career Plan model for all technicians that significantly enhanced retention and was adopted subsequently nationwide.• Facilitated process improvements that resulted in reduced overtime from 7% to 2% at a savings of $750,000.

Responsible for storing, shipping, and accounting for 17 MM cases annually across a ten-acre facility, and four outside storage locations, including associated maintenance and equipment upgrades.• Led $2.2 MM savings in reduced damage by creating the role of damage leader and encouraging friendly competition between shifts. Revised forklift training program to further reduce incidences of damaged goods.• Reduced outside storage costs by $2.1 MM through improved forecasting.

Developed regional transportation strategy affecting motor transportation procurement for three Paper plants ($14 MM), a Health and Beauty-Aids plant ($6 MM), and a Soap plant ($4 MM).• Led conversion of transportation procurement from common to contract carriage, saving more than $3 MM.• Negotiated with major carriers to switch to larger equipment, (53’ trailers), reducing delivery costs by $4.8 MM.