Tasked with transforming the balance sheet to free up cash to fund growth initiatives.Developed new SIOP & Demand Planning teamo Led inventory reduction initiative that led to a 36% inventory improvement in 1 year exceeding PD targets. o Improved on time delivery 27% in $200M Tool & Equipment group of businesses. Improved in stock percentage by 47%.o Improved forecast accuracy from 61% to 90%.o Led 30% portfolio sku simplification that had less than 2% revenue impact.o… Show more Tasked with transforming the balance sheet to free up cash to fund growth initiatives.Developed new SIOP & Demand Planning teamo Led inventory reduction initiative that led to a 36% inventory improvement in 1 year exceeding PD targets. o Improved on time delivery 27% in $200M Tool & Equipment group of businesses. Improved in stock percentage by 47%.o Improved forecast accuracy from 61% to 90%.o Led 30% portfolio sku simplification that had less than 2% revenue impact.o Partnered with customer leadership teams to create inventory risk sharing agreements for private labeled product.Supported strategic plan execution byo Implemented capacity planning and SIOP process for green-field manufacturing plant.o Led TPI kaizen to develop a cost region sourcing transition process (APD lite). o Acted as SIOP project lead for low cost region supplier transitions.Leading waste out project team tasked with identifying $2M in annual EBITDA cost improvements Show less

 Top performer – met and exceeded organization stretch objectives in 2022 and 2021. Developed a multi-year growth strategy to double revenue of a mature $200M business in 5 years. Included various growth and cost out business plans presented to the CEO and board including:o Develop a retail sales presence to compliment existing mobile and ecommerce sales channelso Transforming the company from design and source into a manufacturing company for core categories o Reduce… Show more  Top performer – met and exceeded organization stretch objectives in 2022 and 2021. Developed a multi-year growth strategy to double revenue of a mature $200M business in 5 years. Included various growth and cost out business plans presented to the CEO and board including:o Develop a retail sales presence to compliment existing mobile and ecommerce sales channelso Transforming the company from design and source into a manufacturing company for core categories o Reduce geopolitical risk by moving sourcing to Southeast Asia & away from China/Taiwan  Developed process to find strategic acquisitions. Evaluated companies as potential acquisitions while partnering with finance & sales for strategic fit. Led commercialization & integration of an acquisition, including increasing top line (2.5x), bottom line (7x), and WC turns (3x) across two years. Developed relationships with customers and sales teams to offer cross selling opportunities through our recent acquisition and to fill up manufacturing capacity at our new factory. Sustained CI improvements as a coach through certified black belts to reduce costs & increase EBITDA. Show less

 Led commercial and operations policy deployment and KPI review to develop and execute countermeasures to close P&L gaps in $200M group of businesses; improved EBITDA by 4 percentage points.  Developed a black belt certification program to coach leadership team in operational excellence tools. Implemented lean flow a new distribution center to consolidate four smaller DCs, improving cost productivity by more than 51%.  Developed safety handbook, introduce new training… Show more  Led commercial and operations policy deployment and KPI review to develop and execute countermeasures to close P&L gaps in $200M group of businesses; improved EBITDA by 4 percentage points.  Developed a black belt certification program to coach leadership team in operational excellence tools. Implemented lean flow a new distribution center to consolidate four smaller DCs, improving cost productivity by more than 51%.  Developed safety handbook, introduce new training initiatives, and execute safety committee and DuPont Stop program, leading to injury-free year. Show less

 Top performer - met and exceeded organization stretch objectives. Recognized as Key Talent by FG corporate team. Assigned commercial growth projects to develop value proposition for business development opportunities by Group President. Partnered with sales and finance to deliver 37% EBITDA improvement. o Increased capacity 53% to win Home Depot business on 1” Nova filter line from competitoro 24% operational cost improvements through lean standard work labor and material… Show more  Top performer - met and exceeded organization stretch objectives. Recognized as Key Talent by FG corporate team. Assigned commercial growth projects to develop value proposition for business development opportunities by Group President. Partnered with sales and finance to deliver 37% EBITDA improvement. o Increased capacity 53% to win Home Depot business on 1” Nova filter line from competitoro 24% operational cost improvements through lean standard work labor and material improvements.o 21% Wireback/Specials assembly cost efficiency improvement within six months. Drove organizational cultural values in 100 person team to reduce turnover from 81% to 16%.  Developed 2 line level team members into high performing salary position supervisors. Drove safety culture to lead to over one year of incident free work period. Supported training team and developing documentation for ISO9001 audit for certification renewal. Show less

Danaher Spinoff Company Partnered with operations and supply chain leaders to develop safety, quality, delivery, and inventory and productivity corrective actions as lean/business leader for three business units with $100M annual revenue to eliminate waste and improve EBITDA 5%. Improved balance sheet by improving working capital turns 27% by leading kanban events at 5 plants in 3 countries. Trained, coached and certified team members in over 60 kaizens using Danaher based lean… Show more Danaher Spinoff Company Partnered with operations and supply chain leaders to develop safety, quality, delivery, and inventory and productivity corrective actions as lean/business leader for three business units with $100M annual revenue to eliminate waste and improve EBITDA 5%. Improved balance sheet by improving working capital turns 27% by leading kanban events at 5 plants in 3 countries. Trained, coached and certified team members in over 60 kaizens using Danaher based lean tools with over a 12% labor cost improvement.  Managed operational excellence rollout at 11 businesses and through benchmarking and best practice sharing; including driving largest NC plant to top KPIs in portfolio. Led two President’s kaizens, including 2 inventory pull events with $131K in savings under Shingijutsu and Harris Group. Show less

PELTON CRANE, A DANAHER COMPANY

- Procured, sold, and leased 35 single and multi-unit fixer-upper properties while creating and offering custom real estate solutions.- Settled terms and formulated marketing plans to attract investors and lock deals while achieving desired business objectives.- Raised funds, administered construction, and coached a small team to market options.

- Discovered new methods, monitored quality control procedures, and operated CNC equipment to establish housing sections in a manufacturing environment. - Participated in 3 Kaizen events that strengthened understanding of improving an existing process.- Monitored equipment installations and supported 11 nationwide startups to leverage growth.- Impacted organizational development by lowering material waste from 4.9% to 1.6%, maximizing productivity from 15 to 30 square feet per… Show more - Discovered new methods, monitored quality control procedures, and operated CNC equipment to establish housing sections in a manufacturing environment. - Participated in 3 Kaizen events that strengthened understanding of improving an existing process.- Monitored equipment installations and supported 11 nationwide startups to leverage growth.- Impacted organizational development by lowering material waste from 4.9% to 1.6%, maximizing productivity from 15 to 30 square feet per person-hour, and approving 11-time cards. Show less