Greg Pulaski Email & Phone Number

Chicago, Il

Responsible for leading and managing the implementation of the organizations performance measurement system which includes strategic planning, outcome and measurement development, data collection, problem solving and analysis, report generation, governance reporting, and education of staff. In addition, leads and manages the organizations Standards Development Organization (SDO) accreditation status and program.• Lead the 3-year strategic planning process, setting the course and tone for organizational outcomes.• Track strategic outcomes via a scorecard and dashboard process, sharing results with leadership and the Board of Directors, and making adjustments as appropriate.• Lead the 1-year operational planning process, capturing and tracking daily management activities.• Complete project charters for all major project initiatives, a written commitment and document, approved by management, defining the team’s mission, scope of operation, objectives, timeframes and metrics.• For a number of internal processes received the designation of American National Standards Institute (ANSI) Accredited Standard Developer Organization.

Chicago, Il

Responsible for aligning all aspects of the organization with the wants, needs and requirements of the customer, promoting business effectiveness, efficiency and optimization. Strive for innovation, flexibility and integration with technology. Enable and empower the organization to be more efficient, more effective and more capable of change.• For the nation’s leading domestic hunger relief non-profit charitable organization, distributing 3 billion pounds of food and serving 37 million needy Americans annually through a network of over 200 food banks and 67,000 agencies.o Facilitated the Food Sourcing Supply Chain initiative that identified what the organization will require operationally to support the delivery and distribution of 5 B pounds of food volume by FY 2015. Internal functional groups participating included Logistics, Technology, Supply Chain, Food Sourcing and Capability Development/Operations.o Reinforced the corporate strategic planning process by linking all project functions, activities and deliverables to strategic initiatives and outcomes. o Developed a Business Architecture for the food distribution network that describes “what we do” and “how we do it”. This now forms the basis for application requirements, network best practices, metrics and measurements. All processes performed were identified and documented to promote a common understanding and terminology. These “buckets” were further decomposed to a lower level of detail which included standard operating procedures, process work flows, and process narratives. Used with current ERP implementation to drive requirements and promote common/best practices.o Introduced and implemented a process improvement methodology for the network, and numerous internal functional departments, including Philanthropy, Procurement, Financial Reporting and Budgeting, Logistics, Food Sourcing, Supply Chain and Technology Service Desk.

Greater Chicago Area

Responsible for planning, scheduling and controlling project activities to fulfill identified objectives and requirements.• Managed a North American Supply Chain Optimization project for a $800M manufacturer of high pressure laminate (Formica). Key deliverables included baseline depiction of the current supply chain footprint, identification of order of magnitude costs and benefits, characterization and evaluation of footprint improvement scenarios, recommendation of footprint improvements and implementation considerations, approval by the Board of Directors, and planning and implementation of the selected optimization strategy. Processes studied included manufacturing, human resources, distribution, product management and sourcing.• Contributed to documenting and formalizing the project execution process for a $25M integrator of robotic automation cells and applications, while simultaneously managing $1.5M worth of projects. A Project Evaluation Handbook was developed that included process maps and flow charts for the major functional groups involved, along with narrative descriptions and supporting data sheets. Key processes and functions studied included sales, project management, engineering, manufacturing, assembly, integration, and installation.• For a $10B global healthcare company (Baxter Healthcare):o Managed a project coordinating the development of Company Core Data Sheets, an internal product-specific document that contains core prescribing information listing the company’s position on safety, efficacy and quality of its products, including safety information required on all labels, and indications and usage claims where efficacy is supported by clinical testing.

Greater Chicago Area

Responsible for providing change management, operations improvement, human resources, and Sarbanes-Oxley compliance services to client firms on a project basis.• Facilitated the process of resolving ongoing Critical Issues for the North American HRMS IT Support Group of a $57B global bank and lending institution (HSBC).• Led a Sarbanes-Oxley section 404 human resources compliance audit at a manufacturing plant location for a $3.1B manufacturer of HVAC equipment (Lennox); involving documentation, identification of key controls, segregation of duties, risks, testing, remediation and project support. Processes studied included time, attendance, hiring, termination, rate changes, payroll preparation, bonus, commission and benefits.

Greater Chicago Area

Responsible for leading client organizations in identifying, developing and implementing strategies to achieve and support operational effectiveness in their marketplace.• Subject matter expert for Change Management Solutions in business group, and resource to senior leadership and engagement teams on change efforts. Ensure successful implementations through mobilizing and aligning the people, promoting widespread acceptance, developing ownership and commitment to the change, while minimizing resistance.• Led the analysis and assessment of a Business Integration project for a large entertainment rights organization. Examined all Change Management initiatives for completeness, resource allocation and risk assessment. Activities included Stakeholder Analysis, Communication Plan, Workforce Transition, Human Resource Impact, Training Plan and leadership involvement.• Organized and implemented a Project Management Office for various organizations implementing change. Components included infrastructure planning, roles and responsibilities, steering council, team charters, project plan, communication plan, issue resolution, progress reporting, measurements, problem solving and the establishment of a centralized data file.• Coordinated administrative activities for a $25M project including resource planning, staffing, scheduling, training, client billing, and work paper generation.• Managed various teams conducting Operation Support Systems projects for four Baby Bell telecommunications companies. Ensured compliance to state and federal regulators that their communications markets, networks and systems were open to local competition. Operational systems included: ordering, provisioning, billing, maintenance and repair, and metrics.• Managed a team conducting a benchmark and assessment of a $63B global electronics company’s North American network operations.

Lake Zurich, Il

Overall responsibility for the day-to-day operation of the business, consisting of nine multi-plex theatre operations with 350 employees. Also responsible for the design, communication and implementation of a corporate initiative that would transform the organization to improved levels of meeting financial goals, achieving competitive awareness and customer satisfaction scores, creating employee empowerment, and increasing the capability of meeting growth targets. Accountable for profit/loss, as well as for strategic planning, marketing, human resources, and leading, implementing and controlling all functions and activities of the theatre business in accordance with company policies and objectives.• Managed the functional activities of the $12M theatre business to meet or exceed targeted volume, profit and quality objectives in a competitively hostile and expanding environment. Achieved annual improvements in the following key theatre metrics: overall revenue 6%, concessions per capita 7%, labor per capita 5%, people count 2%, box office per capita 2%, customer service 10%.• Created corporate focus, structure, alignment, and direction for the organization, through the design and calibration of a strategic template, including vision, mission, strategies, action plans, measurements and personal objectives.• Created an effective and competent organization through work system change, management reorganization, improved capability, staff empowerment and training.• Managed the Human Resources function, including interviewing, hiring, labor relations, compensation, health benefits, performance feedback, training, surveys, benchmarking and customer satisfaction.• Reviewed and approved all departmental budgets, slashing operating expenses by $75K, and contributing $125K in incremental process improvements.• Generated $10K per month of additional theatre revenue through creative marketing efforts.

Oakbrook, Il

Responsible for ensuring that quality becomes an integral part of McDonald’s business plan, fostering a culture supportive of quality management and leadership, promoting quality practices and methodologies at all levels, and elevating the System to new levels of excellence, capability and leadership.• Facilitated the process of defining the Supply Chain Management strategy for McDonald’s introduction into mainland China. The process included creating partnerships with US companies already there, setting goals and metrics for the business, engaging the McDonald’s supplier community and international relationship partners as stakeholders, and creating supply chain strategies in the areas of Product Supply, Human Capital, Transportation and Government.• Facilitated a cross-functional team pursuing process improvements in how Product Development and Senior Management interact and align around strategic objectives. Processes incorporated strategic direction, needs analysis, prioritization, success criteria and metrics, development, evaluation and implementation.• Led the development, introduction and on-going implementation of McDonald’s Quality Management program (MQM), a standardized set of improvement and empowerment principles and concepts for universal application in the company.• Designed the MQM training curriculum (64 hours) and methodology, since utilized by thousands of field and regional personnel, Home Office departmental employees, franchisee organizations, restaurant teams and supplier organizations.• Integrated training into the corporate University, and provided train-the-trainer to hundreds of domestic and international internal consultants.• Presented key messages through presentations at numerous regional advisory boards, worldwide conventions and various industry symposiums.

Chicago, Il

Responsible for the assessment of business environments and culture including refining strategic objectives, assessing current capabilities and readiness for change, as well as identifying opportunities for improvement.• Managed the scoping and analysis of cycle-time compression projects for both the major product line of a large food manufacturing company and a large producer of plastic cups, plates and tableware. These processes spanned the entire product cycle from concept to delivery, and focused on identifying waste and non-value added activities, design of experiments, rapid changeover, and demand-pull manufacturing.• Managed the assessment and analysis phases of operations improvement projects for a specialty lighting manufacturer, a large thermoformed plastic products manufacturer, and a U.S./Japanese joint venture company manufacturing windshields and window glass.• Participated in a process simplification project for a division of a major U.S. printing company. All current and planned projects, as well as resource requirements, were reviewed against the strategic business plan and vision statement for alignment, impact and proper allocation of resources.• Designed an internal assessment process for the largest region of a Department of Defense organization.• Delivered Quality Management awareness training and facilitated a Quality Management simulation exercise for a group of 40 high-ranking State of Arizona government officials.

Chicago, Il

Managed the day-to-day operation of various production facilities, while simultaneously leading significant business and cultural transformations among the operator and mechanic workforce and management teams.• Participated in the initial development of a supply chain partnership between P&G’s Soap Division and the WalMart Corporation. Processes included sharing information and breaking down communication barriers, establishing shared goals, restructuring traditional functional roles and responsibilities, and placing executives at each other’s location.• Transformed the entire workforce culture, people systems and working relationships by sharing corporate and competitive information; opening up lines of communication; breaking down traditional barriers; shifting ownership and empowering employees to be accountable and take on leadership roles and positions; institutionalizing training and a learning environment; introducing performance feedback and measurement; and incorporating reward and recognition systems.• Led, conducted and facilitated numerous training initiatives including customer/supplier relationships; continual improvement; six sigma; supply chain management; cost control; accounting and financial skills; performance feedback; and problem solving.• Introduced quality management principles, values and skills to a production workforce, and created a Reliability Program to support the systems installed for a new product initiative. This included the development of programs for preventative maintenance, technical training, data acquisition, statistical training, staffing and facilities training.• Presented technical depth and breadth training to operators and mechanics in support of a new work system, emphasizing the breaking down of barriers, cross-training and employee empowerment.

Master'S Degree, Chemical Engineering

Bachelor Of Science - Bs, Biology