COO of a global innovative cable management company, charged with improving operation performance and growing the North American business.

Identified safety improvements and developed OSHA compliance programs for a 300+ employee, multi-site food production company. During my tenure, recordable injuries reduced from fourteen in 2019 to one recordable injury in 2020.

Directed over 120 hourly and 12 salary Associates, at three manufacturing/distribution facilities (packaging - Shelbyville, KY, welding - Warren, MI, tooling regrind - Chicopee, MA). Total P&L responsibility for these combined sites was $6.5MM in operating costs. Since managing these facilities, operation costs reduced $850k over two years (FY18 & FY19). Additionally, I identified and executed over $1.8MM in capital expenditures in FY19. All facilities remained injury free and employee engagement scores were at all time highs.

Responsible for the management of both union (UAW) and non-union Associates, in two different Kentucky distribution centers. During the 12 year tenure, I reduced costs by $1.3MM and increased productivity by 24%. The following new programs were developed: - Individual Performance Management- Annual Pack Material Sourcing Reviews- Safety-First Initiative- Internal Quality Control KPI's- Lean Culture- Associate EngagementWhile in this role, I led a team that analyzed the existing distribution center network, and gained support from the local and national UAW leaders to close the 220k square foot distribution center in Elizabethtown, KY. The project saved over $2.2MM in operating costs.

- Managed four 3PL distribution warehouses across the United States, netted a cost savings of over $500k in the first year of overseeing the operations.- Closed the 70k square foot Dallas Distribution Center, netting $200k in savings. - Held sourcing/procurement auctions that reduced packaging supplies by $150k.

- Completed the Six Sigma certification program, by reducing Factory Service inventory growth by $2.6MM. - Developed a systematic process to add parts to technician trucks, yielding $1MM in annual savings by reducing return trips to customer homes.

Selected to participate in the two-year Operations Management Leadership Program, designed to accelerate the development of talent and produce leaders capable of meeting challenges facing the operations function.

Part of a cross-functional team that consulted on the Ford Motor Company account in the greater Detroit, MI area. Project list included parts distribution warehouse consolidation, supply chain network analysis, reengineering the parts distribution warehouse, and ERP (SAP) implementation.