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Food Profit Group uniquely calculates the true cost of manufacturing for the restaurant menus, and updates all product pricing changes for every ingredient.Working in partnership with the founder, by creating the strategic five-year plan and implementing new processes and approaches to achieve it. Serves as the internal leader of the organization. Coordinates the annual operating plan and budget. Leads the performance management processes that measures and evaluates the progress against goals for the organization. Provides a strong leadership presence for staff and clients.

Developed strategies and managed merchandising and marketing plans linked to specific product categories to ensure the maximization of retail sales and profitability. ANALYSIS: Increased revenue by $600,000 on products with PEPSICO for the snack category. Used Pivot Tables in Excel to analyze past and present reports, as well as sales and marketing strategies and as a result, established targets.LOGISTICS AND TRANSPORTATION MANAGEMENT: Implemented a freight consolidation program for Ontario vendors which generated over $500,000 in annualized cost savings. Improving fill rates, decreased inventory and increased inventory turns, and enhanced cash flow.NEGOTIATION: Increased sales by 6% within a challenging market for the industry - strategically re-aligned key product lines, vendor negotiations and promotional strategies.

Led a department of thirteen staff to meet Procurement and Customer Service requirements. MENTORSHIP: Built trusting relationships with the team by training and coaching employees on newly developed procedures and standards as well as mentored 5 retirement replacements and numerous students with all IT systems, ie. Supply Chain Management System (JDA). LEADERSHIP: Identified employee strengths and profiles, assigned duties and projects, and provided leadership to ensure ongoing motivation to succeed and achieve results. Used ‘Insight Profiles’ to create a team that was positive and productive.CHANGE MANAGEMENT: Implemented significant changes to create accountability and efficiency. Created a continuous improvement culture, developed procedures and new systems, and increased the skill level through training. As a result, saved time and money.INVENTORY CONTROL: Managed all aspects of inventory control for four large Distribution Warehouses with 15,000 products and $15 million in inventory rotation (grocery, dairy, frozen, deli, hardware, and farm items). HUMAN RESOURCES: Hired employees for positions from customer service to procurement specialist; collaborated with HR Department, screened candidates, interviewed, selected and hired. Made sound hiring decisions that improved staff turnover in the customer service division.KEY PERFORMANCE INDICATORS: Reviewed and analyzed daily, weekly, and monthly reporting of important KPI’s. Reduced order processing costs and streamlined throughput by documenting and analyzing process flow and modifying key components.BUDGETING: Oversaw department costs as well as inventory financial plan exceeding $15 million. Demonstrated strengths in budget preparation and was solicited by other departments to develop their budgets.

Procured feed ingredients and products for the Feed Mills and selected ingredients for the Eastern Brokerage Department. Managed the accounting, inventory, pricing, logistics, purchasing, vendor negotiations, as well as projects and policies. INVENTORY: Coordinated the deliveries and maintenance of optimum inventory levels of grains, proteins, feed ingredients and resale products. TEAM LEADERSHIP: Led a team of three professionals in the area of administration.