Oversee all Bottling and Warehouse operations for a two production line plant that manufactures and ships over 17 million cases of Gatorade per year.

Worked with cross-functional teams to develop and implement policies and process improvements relating to managing a global contingent workforce of thousands.• Led initiative to improve contingent worker HR data accuracy, going from 38% of new-hire records missing or containing inaccurate data down to 0.5% as of most recent audit.• Implemented vendor employee onboarding compliance processes for over 800 suppliers in 50+ countries, including: background check verification, confidentiality and arbitration agreements, and administration and reporting of multiple new-hire mandated training courses.• Acted as compliance lead on project to automate IT access profile-assignment for all global non-employees, resulting in over 90% reduction of unnecessary access to sensitive internal tools.

• Managed project to develop an app to enable field sales representatives to submit customer orders and provide sales quotes on mobile devices.• Lead kaizen to improve production scheduling, resulting in an immediate 50% reduction of work-in-process inventory, at no added cost.• ISO 9001 Management Representative, successfully lead company through recertification audit while acting as the Process Owner for the ongoing internal audit program.• Responsible for leading all investigations, root-cause analysis’, and corrective actions for quality complaints, as well as delivering the official response to the customer and/or vendor.• Operations advisor to HR Manager developing employee training and retention strategies.• Facilitated the launch of an online store for the Creative Oak business unit, working cross-functionally with Sales, Accounting, Marketing, Operations, IT, and Supply Chain.

• Managed 20 – 30 new product launches or significant package changes at any given time.• Coordinated activities of over 20 departments to ensure desired in-market distribution dates for new products are met, costs are under budget, and ongoing production integrates sustainably into current Master Quality Plan, ERP systems, and Business Processes.• Identified Operations continuous improvement projects and gained Business Unit approval to implement them by aligning key stakeholders throughout the Value Stream.• Provided regular project status reports to Directors, VP’s, and other Business Unit Leadership.

• Lead the development and implementation of a Master Quality Plan that reduced time spent on quality checks by 50%, eliminated HACCP log discrepancies, ensured continued ISO 9001 compliance, and increased OEE by 12% across three production lines.• Completed A3 to cut glass scrap rates by over 45%, with results being sustained for over 18 months, providing $500,000 in annual savings, without any capital investment required.• Worked with Gallo and UFCW Union Leadership to pilot an Operator Training and Progression program that bases career advancement opportunities on skill development, not just seniority. The program resulted in a 60% reduction in the time to train Operators on new equipment, drove higher performance standards, increased morale, and reduced attrition rates by nearly 50%.• Implemented Leader Standard Work and lead the daily Management Gemba walk to validate that production processes remained in control as well as managed the root-cause analysis and countermeasure implementation for non-conformances.• Reduced line change times 55% by implementing visual management and standard work.• Corporate Trainer for the Gallo Management Fundamentals leadership courses for first-time Supervisors and Team Leaders.

• Built relationships with assigned Retailer’s to gain prime display locations for Gallo products in order to increase sales.• Learned industry leading sales techniques to overcome objections and drive results through personal relationship building with key decision makers. • This position was the end of a 4-year Technical Management Development Program at Gallo, where candidates rotated positions throughout the value stream from grape to retail shelf.

• Lead a cross-functional team of 8 departments to improve the weekly production line start-up process for 16 lines using data analysis, kaizen, and process mapping.• Worked with the MES Core Team to standardize the way Downtime and Quality data was classified, enabling performance comparisons across all production lines at a glance.• Developed the Line 5 Operators into a High Performance Work Team that is able to work together, train each other, and solve most of their own problems quickly.• Became a technical expert on all machine centers and provided ongoing training to Operators, Mechanics, and Controls Technicians.

• Doubled throughput of centrifuges by implementing a standardized machine setup procedure using measurements and data to drive adjustments. The added capacity enabled the purchase of $7 million worth of equipment to be delayed by over 4-years.

• Designed go/no-go gauges to verify material components meet defined specifications.• Performed a D.O.E. to identify key characteristics affecting the torque required to open capped bottles, including a Gauge R&R to ensure valid data.• Conducted Site Acceptance Testing of new equipment and qualified packages for production.