Washburne formulates and distributes natural skincare products under several brands, including Nua Tattoo Aftercare, Coletta, and SoapSpells.Created the new product formulation process. Responsible for negotiating with custom manufacturers and executing the scale-up plan, as well as overseeing back-office functions.

Professor in the Rinker School of Business for PBAU. Areas of instruction include Business Management, Marketing, Ethics, Entrepreneurship, and International Business. Revamped and relaunched the undergraduate internship program. Led the NetVUE team which was awarded a significant grant for undergraduate vocational efforts.

This organization is an influential church with 5,000 participants; the organization operates a church, a seminary, an organization in 165 countries, radio station and TV studio, as well as a K‑12 school with 1,000 students. Reporting to the Chairman of the Governing Board, I was charged with implementing the strategic plan, managing large operations facilities, leading a staff of 100+, and ensuring revenue development activities to support all operations. Orchestrated a merger of 2 churches that provided additional resources for the continued growth of one and the revitalization of the other; conducted negotiations with the governing boards, drafted new by‑laws, and directed the structural and cultural integration. Created positive cash flow within 2 months of the merger as a result of reorganized operations and staff. Freed up resources for relief activities in Africa by restructuring international operations and reducing costs 13%.

Led teams in the U.S. Europe, and Asia. Accountable for inventory control management, customer relations, and execution of importing programs for strategic customers. Developed and managed a direct importing program for strategic customers that grew to over $300M in 3 years while maintaining product margins. Reduced days on receivables from an average of 117 to 18 through a new direct importing program, thus saving over $4M in annual financing costs and freeing up credit. Slashed customer chargeback fines 85% by engaging directly with customers’ supply chain, a practice recognized as a best‑in‑class vendor by Target, Walmart, and Kohl’s. Instrumental in reducing human interaction in the order process from 23% to less than 2% through automation; reengineered order receipt through delivery confirmation process as a Six Sigma project.

Charged with oversight of inventory for existing SBU’s and the integration of acquired companies’ inventories. Accountable for 4 divisions in appliance and outdoor categories as an internal consultant on inventory and supply chain issues. The 4 divisions accounted for $810M in annual revenue and included Sunbeam, Oster, Mr. Coffee, and Sunbeam Grills. Decreased overall inventory $180M (cost basis) while increasing order fulfillment rate through a rigorous excess/obsolete inventory process. Increased recovery of inventory investment by 22%, to 105% of cost by implementing a rigorous secondary market strategy, thus protecting brands and price points. Initiated and instituted inventory management metrics for business units’ use that integrated new forecasting methods and liquidation criteria