Acquired and integrated PsPrint, LLC in July 2011.Managed 2 manufacturing sites and all operations nationwide, including production, safety, purchasing, planning, QA, and file preparation. Controlled $18 million budget and led team of 8 direct/80 indirect reports. Since acquisition by Deluxe in July 2011, have managed integration of PsPrint into the 6,000-employee Deluxe organization established and transitioned two facilities on the east coast.

Recruited to build and position operations for growth and eventual sale. Though growing rapidly, the company was losing money 2 consecutive quarters, suffering from quality issues, and facing intense pricing pressure along with a shrinking market complicated by historic economic downturn.Returned company to profitability within 3 months of hire, transforming into a growing, thriving, profitable entity (-$500K in 2007 to $3.7M in 2010) that delivered outstanding service to customers. Doubled both market share and EBIT (2006 versus 2010) helping position company for sale that generated 1000+% ROI. Built solid infrastructure, introduced lean processes, and pioneered automation and other processes, including process control, manufacturing automation, and scheduling systems. Key Results:* Reduced number of employees from 112 to 75 while simultaneously raising productivity 85%.* Established profitable growth; in 2011, sold 1.6X the volume of orders of 2007 and increased margins from 37% to 49% while revenue increased 5%.* Grew productivity to achieve 60% more revenue per production employee.* Initiated outsourcing control process that drove down outsourcing spend 50% and decreased labor costs 10%. * Achieved 20% across-the-board cost reductions in the first 12 months; led additional projects that cut a total of 39% in 3 years.* Decreased prices 30-40% while increasing gross margins and doubling the bottom-line contribution. * Produced more than 10-fold returns through sale of PsPrint to Deluxe Corporation; played instrumental role in sale process.* Generated 23 percentile point improvement in customer satisfaction, to a high of 90%, a figure uncommonly high for an on-demand manufacturing provider.* Lowered returns rate from 4% to 1%, improved customer lates 85%, and reduced delivery times 42+% .* Rationalized suppliers from 20 to 3 and negotiated for 25% reduction in pricing agreements the 1st year and additional 20% reduction in 3rd year.

Brought on board to build the operations planning department and support growth of this fast-paced, growing fab-less organization that was in the process of integrating a recently acquired company and had just gone public. Faced with immediate needs to implement Oracle, establish SOX compliance, and add a team in India.Managed 12 worldwide employees/6 direct reports spanning the U.S., Singapore, Taiwan, and India and directed operations and planning for a supply chain throughout Singapore, Taiwan, Germany, and Israel. Controlled $40 million budget. Contributed to all aspects of operations systems planning and implementation, including supply forecasting, sales forecasting, product costing, yield analysis, supply scheduling, and capacity planning/utilization.Turned around a planning team that was collapsing under 4 major projects (integrating a $30 million acquired company, implementing Oracle, establishing SOX, and adding team in India). Took complete ownership of projects and delivered them on time while delivering unexpected savings. Additionally introduced new supply chain and forecast model that dramatically increased efficiency and product availability while improving planning accuracy.Key Results:* Integrated acquired $30 million company into the then-$100 million Ikanos, solving supplier problems/parts shortages due to mismanagement before acquisition and maintaining customers.* Saved 6 figures annually by identifying and resolving discrepancies that became apparent following successful implementation of Oracle in just 4 months. Achieved SOX compliance in just 5 months.* Produced high six-figure savings in 4 months by establishing new freight contract and freight metrics.* Hired and developed in just 3 months, a new team and operations in India that retrieves and manages data input from 6 fab-less vendors.

Promoted to create the corporate industrial engineering and program management function from the ground up. Additionally tasked with bringing manufacturing up to speed quickly in the new offshore facility in China.Audited and led best-in-class cross-organizational and cross-functional process implementations for IE and PM functions. Played integral role on team that established and opened offshore facility in China. As factory manager, directed 125 employees in 24X7 operations in a Chinese facility with 25 CNC machines. Managed 7 direct reports. Saved a major customer relationship that was at risk by taking over responsibility for transferring manufacturing from the U.S. to China. Solved complex supply issues, reorganized the local structure, engaged employees, and increased production 2.5X in just 3 months while earning certifications from key customers such as Intel. Established worldwide IE and PM corporate function.

Selected to design and implement best-in-class demand planning and production control processes and systems for the company's newly acquired Test division, enabling company to route products efficiently to every factory worldwide.Led team of 3 direct reports/14 planners in establishing a worldwide process for a $100 million revenue organization. Implemented design, scheduling, work-in-process control, and continuous improvement methods across design and engineering functions globally.Changed and matured planning process from "fire fighting" mindset to robust and well-established planning and production control methodologies. Delivered 20% cost reduction on engineering, customer service, and planning team, 60% cycle time reduction, and 28 percentile point improvement in on-time delivery to high of 98%. Integrated operations in China, Taiwan, and U.S. by establishing worldwide global demand management function.

Selected to represent global operations in a $50 million Oracle ERP implementation project; member of 6-person team that redesigned the overall order-to-cash process in the company. Provided expertise in manufacturing, APS, forecasting, and procurement. Negotiated and crafted agreements between business units and functions.

During period of rapid, worldwide growth, promoted to strengthen the company's industrial engineering team and establish the first QA department providing QA vision for the company. Within just 2 years improved virtually every metric and enabled ability to increase market share from mid 20% to 50% in 3 years. Increased capacity 300% supporting 500-employee growth. Reduced cycle time 80% from 21 to 3 days. Increased product yield 10% within first few months. Improved material on-time delivery time to the production line 20%. Managed team of 7 engineers and indirectly supervised 70 operators.

Held full management authority for $5 million operation with 3 product lines. Directed 7 direct reports and 23 indirect.