Black Shoe’s differentiator is education...long before a penny is exchanged. Through extensive research, we learn how to defeat a client’s competitors, capitalize on a prospect's buying triggers, identify untapped opportunities, and develop a plan to execute that clears the roadblocks for clients to realize their goals. We’ll use data to steer our advice and guide your decisions, not feelings or conjecture. Powered by reports and analytics, we'll show you tactics the Black Shoe team uses to create a strategy that allows our clients to overtake their competitors. If we can't "move your needle", we will let you know very quickly. No games, only complete transparency. Black Shoe partners with the stakeholders in Construction and renovation companies. Let’s talk and you will understand the strategies we employ to transform businesses in a connected world. Black Shoe has regional offices in Seattle, WA, San Diego, CA, Denver, CO, Chicago, IL, New York, NY, Louisville, KY, Clearwater, FL, Chapel Hill, NC, and Richmond, VA. Our Growth Advisor team of skilled Principals is ready for a business expansion conversation with company leaders holding mutual goals. Welcome to the Black Shoe Group.

Consulting Services firm

Successfully transitioned from CPG to the automotive industry, and leading two key operational teams of about 150 people and 7 direct reports across US and Canada as part of world’s largest privately-held global fleet management company.• Positively impacted the bottom line by over $250K by consistently reducing error-related write-offs over 50% from 2013 to 2017 through developing and implementing long-term strategy to improve talent, drive stronger employee accountability and engagement, and establishing robust processes.• Dramatically raised engagement scores (+4 pts for Supply Chain, +8 pts for Remarketing) in the 2017 Fortune Magazine’s 100 Great Places to Work Survey, through new strategy of capturing employee feedback and developing targeted action plans months ahead of survey launch. • Managed annual departmental budget of $8+MM primarily comprised of overhead and T&E expenses that generates $170MM in revenue for ARI.• Worked cross-functionally internally with Client Relations, Sales, and other business partners, as well as externally with vendors and manufacturers to deliver a seamless customer experience.

• Successfully led major demand planning process evaluation of consumption-based approach, which showed 90%+ base volume forecast accuracy, to support S&OP re-design project.

• Delivered $2+MM savings in FY12 by partnering with Sales team to leverage logistics efficiency program and customer engagement plans to implement various customer-specific initiatives.

(SAP Re-implementation Project)• Efficiently steered complex decision on new promotion management tool, achieving critical project milestone, via leadership of 45-member cross-functional team of business, IT, and Accenture resources.

• Strengthened IBP process, delivering increasingly accurate sales projections (~1% error 1 month out), for Frozen Foods division and for KUSA business unit, partnering with Sales, Operations, and Finance – presented monthly to senior management.

• Delivered 1-point gain in item-location-weekly accuracy across North America, and 4+ point-gain across Morning Foods BU, significantly reducing operational costs, through development of common item-level forecasting strategy.

• Dramatically improved item-location-weekly forecast accuracy from 64% to 73% in one year, best among all Kellogg NA Bus, primarily through close partnership with Field Sales and helping to implement effective new IBP process.

• Enabled regular global business reviews with WM International, and focused attention on resolving performance issues in nine international markets through a common scorecard that measured key logistics metrics.

• Successfully implemented Walmart’s strategic Two-Tier replenishment initiative (shortened order-to-delivery from 3+ days to 48 hours), first among Walmart grocery vendors.

Led two critical business process re-engineering efforts while managing four teams of ~ 28 to 30 customer service representatives executing order-to-cash process in support of 1,200+ customers and five Consumer Sector operating companies. • Implemented new deduction management system, which streamlined revenue collection process and improved cash flow (and reduced stress on revenue collection personnel).• Developed strategy and initiated project to transition smallest customers to either Internet-based ordering or distributors which reduced total order management costs and improved order fulfillment.

Demonstrated technical, program management, and leadership/relationship-building skills in three diverse business units while delivering business results, as part of this leadership rotational program.• Technical Service Engineer (1992-95) – Provided mission-critical product development feedback to technical team, supporting the successful product launch of the pre-commercial RiboPrinter® food-borne pathogen identifier, by partnering with major food manufacturers to run testing protocols.• Service Engineer – Philips-DuPont Optical JV (1990-92) – Successfully delivered accurate process status information during clean-room manufacturing process of write-once (CD-RW) disks, essential to successful sale of joint venture.• Technical Engineer – Seaford Nylon Plant (1988-90) - Reduced change-over times and waste, and improved product quality, by working closely with plant operators and R&D team to develop polymer recipe management system that automatically transitioned between nylon manufacturing recipes.