Summit Hill Foods produces bases, sauces, gravies, and baking mixes for omni-channel distribution. Consumer brands include Better Than Bouillon®, Louisiana Hot Sauce®, and Southeastern Mills®.– Created and led a highly functional, dynamic team of 80 people; delivered superior top and bottom-line results. – As a member of the Executive Leadership Team, leveraged synergies in the marketplace, relationships, strategic planning, key performance indicators (KPIs), and data analytics to create both top and bottom-line growth. – Created supply chain capabilities and related organizational structures. Functional responsibilities included:– Planning – demand, supply, master, and replenishment.– Transportation – procurement and operations.– Warehousing – shipping, receiving, logistics, and kitting.– Procurement – sourcing, buying, replenishment, and co-manufacturing.– Customer service – order management and consumer affairs.– Continuous improvement – focused on people, process, and systems optimization.– Project Management Office – focused on transformational projects such as systems and M&A work.– Implemented a dynamic Sales and Operations Planning (S&OP) process that drove strategic capital planning, improved inventory efficiency, and generated significant cost savings.– Developed and led the company’s Continuous Improvement (CI) team. Cumulative cost savings improved EBIDTA five points with an additional three points identified for implementation. Performance glidepath compressed the four-year strategic plan horizon. – On-time, in-full (OTIF) – Established this KPI for SHF; exceeded 98.5% pre-pandemic. Delivered 96.0% during 2020 pandemic; over 98.5% since Q1 2021.– Forecast Bias – Established this KPI; results consistently less than 4% vs. industry average of 5%.– Inventory valuation and distressed inventory percentage – Improved inventory efficiency during time of explosive growth; reduced distressed inventory performance.

ConAgra is a consumer packaged goods (CPG) company that makes and sells products under various brand names that are available in supermarkets, restaurants, and foodservice establishments.– Led a team of 180 people at headquarters and 45 plant sites, operating on six different ERP systems. Managed a network serving 75 product categories across 19K SKUs. Member of Private Brands leadership team.– Managed $550M average monthly inventory and achieved a 7% reduction in two years.– Led the Supply Planning, Demand Planning, Transportation, Warehousing, Procurement, Project Management, Customer Service, and Distressed Inventory teams.– Leveraged various functional resources to drive topline and bottom-line growth.– Provided fill rate consistency and process stability vs. prior year; improved 0.6%.– Led critical process redesign for order fulfillment across multiple functions and stakeholders.– Reduced Weighted Mean Absolute Percentage Error (WMAPE) by 4%; gained consistency in bias (Mean Forecast Error) while shrinking variation.

– Selected to lead a business and technical team of 50 people in the redesign of SAP / APO (Advanced Planning and Optimization). Co-developed site and asset-specific advanced planning solutions with end users.– Completed 110 sites in 21 months with 11% positive budget variance. Results included: – Reduced finished goods inventory 8%.– Reduced headcount 10%.– Reduced MRP signal error 11%; unlocked non-finished goods (NFG) inventory opportunities.– Improved monthly 18-month production planning cycle 250% – from five to two days.

– Additional responsibilities were acquired following the dissolution of an operating platform. – Led the design of the S&OP organization to absorb platform consolidation.– Team achieved company fill rate record for consistency with 11 of 12 months above target.– Reduced working capital 14%; $280M monthly inventory responsibility.– Reduced WMAPE 18%.– Delivered $8.1M in savings. Led enterprise-wide load factor improvement initiative.

– Awarded the additional responsibility of Demand Planning. Accomplishments included:– Co-led the design of the company’s Organizational Effectiveness initiative, including Career Success Maps, Competency Models, and Change Management process.– Reduced working capital 23%, driving $735K in organic transportation savings.

– Led the transformation of the supply chain within Snacks platform through education, strategic vision, exceptional execution, process creation, and leveraging systems.– Responsible for $200M monthly inventory. Realized a 16% reduction in working capital in year one.– Realized a customer fill rate of 98.8% vs. historical run rate of 96.1%.– Managed obsolete inventory. Achieved a 37% reduction that generated $2.6M in savings.

Ashland Chemical, a subsidiary of Ashland Oil, provides specialty chemical solutions to the consumer and industrial markets. In 2017, Ashland spun off its Valvoline business.– Led a team of 240 people, including 145 union employees. Oversaw all production, packaging, distribution, and delivery of product to customers; 165M gallon annual volume.– Led production and distribution operations for two locations that produced and distributed 9K chemical products in multiple packages, including bulk.– Primary focus points were optimizing people, processes, and systems to constantly improve operational results. – Rebuilt direct staff at Mississippi facility and redesigned direct staff at Pennsylvania location to maximize talent and ensure completion of all regulatory requirements.– Implemented Safety Program in a comprehensive 12-month process. Achieved zero TRIR for 27 straight months.– Delivered cost savings of 4% annually. Using Lean Six Sigma, raised Overall Equipment Effectiveness (OEE) 6.8%; achieved incremental increase of 325K cases within the same manufacturing footprint.

Heinz is a food processing company headquartered in Pittsburg. They manufacture thousands of food products on six continents and market their products in 200+ countries and territories.– Managed a $150M monthly inventory. Reduced inventory 11% in 18 months; achieved a fill rate of 99.4%.– Created and implemented an S&OP process. Managed the deployment activities for $125M annual case business.– Managed obsolete inventory; achieved $4M in savings.

– Led a team of 23 people. Managed the supply chain for a major business unit of Heinz North America, with all planning responsibilities for six manufacturing sites.– In four years, increased daily productivity to 67% as measured by OEE. Key drivers were product sequencing strategy and rapid changeover (RCO) efforts (from 45 to eight minutes). – Reduced days of raw material stock at production facilities from an average of 11 to five within six months.– In charge of raw material lot control – from receiving through finished goods shipment to customers. Reduced recall time from three days to 20 minutes.

Founded in 1994, Amazon focuses on e-commerce, cloud computing, digital streaming, and artificial intelligence.– Managed a high-volume fulfillment center in the early days of Amazon.