Provides clients with direction and implementation solutions for Continuous Improvement initiatives and Operations Management with emphasis on Supply Chain reliability and asset utilization.

Provides guidance and direction for the entire supply chain including procurement, contract manufacturing, logistics, inventory planning and control and order management

Provides guidance and direction for Mix 1 operations in the production and distribution of healthy protein shakes. Products are engineered with the right blend of proteins, carbohydrates and antioxidants to provide the optimum levels of athletic performance and recovery while every drink has the taste that rewards and refreshes.

Holds responsibility for new product development and commercialization. Directs product improvement processes. Creates and issues new formulas and formula changes. Directs manufacturing process improvements.

Provides guidance and direction for the entire supply chain including procurement, contract manufacturing, logistics, inventory planning and control and order management.

Provides clients with direction and implementation solutions for Continuous Improvement initiatives and Operations Management with emphasis on Supply Chain reliability and asset utilization.

Held responsibility for Internal and External bottling operations, Secondary production and mobile bottling line operations, as well as Procurement, Logistics/Warehousing and Transportation.

Vice President, Manufacturing July 1998 – June 2002Provided manufacturing leadership for Tropicana. Annual Operating budget - $260MM; Annual Capital budget - $200MM; Staff – 3 Mgrs, Dir Mfg Acntg; Dir HR; Dir QA, Dir TPM, Dir Plt Eng; Dir Plt Mtnc Manufacturing Cost Reduction: Developed productivity plans around waste elimination, labor reduction, and throughput improvement. Reduced operating budget by $45,000,000 while increasing volume by 20% and skus by 30%. Employee Ownership: Created means of engaging employees in the success of the business. Led introduction and implementation of a team-based manufacturing structure. Throughput improved by 10% as a result of greater employee ownership.  Safety Improvement: In partnership with Teamsters Local 173, planned and achieved OSHA STAR status for Bradenton site. Total recordable accidents were reduced by 30% over a four-year period. Maintenance Reorganization: Reengineered maintenance, which reduced maintenance headcount by 14% and streamlined the work-order system. Labor Negotiations: Tropicana's labor agreement was expiring and negotiations for a new contract needed to be non-traditional. Partnered with Teamsters Local 173 and Human Resources to use Interest-based bargaining to reach a more productive contract. Five-year contract was ratified three months prior to expiration with savings greater than $2,000,000 as compared to prior agreement.  Leadership Diversity: Restructured plant staff to create a more diverse manufacturing leadership group. Achieved 50% diversity hires in new staff group, improved working relationships, and brought broader experience to team. Business Building: Led Manufacturing Team in the development and commercialization of aseptic single serve orange juice from concept to equipment installation and commissioning.