Analyze the daily operations of businesses to identify process improvement, revenue, performance and resource optimization opportunities. Identify, design and lead implementation of proposed process, policy, procedural, and structural changes to maximize operations, customer service, distribution, production, sales, quality and safety using metrics and continuous process improvement to improve performance.•Implemented operational improvements reducing costs and increasing efficiency 10%.•Enhanced distribution processes that increased shipping process accuracy 20%.•Identified, proposed and implemented production scheduling changes reducing waste 8%.•Proposed staffing adjustments to meet market and budget forecasts, improving quality/service.•Scheduled efforts of project participants increasing project efficiency and reducing budgeted costs.

SK Food Group, Reno, Nevada 2013-2016Plant Manager (9/2015-10/2016)Manage all areas of a SQF Level 3food assembly plant with 14 production lines, 550-700 associates, shipping to customers throughout the United States. • Improved production performance for efficiency and output while reducing operating costs.• Proposed and implemented associate benefit enhancement package to attract, retain and reduce associate turnover.• Trained, mentored, and coached direct reports to higher levels of responsibility/promotions. • Developed relationships with internal and external suppliers and vendors reducing costs.• Repeatedly meet/exceed financial and operation goals.• Implemented changes that improved safety, quality and productivity. Manufacturing Manager (7/2014-12/2015)• Improved production labor and material variance accounting accuracy improving performance. • Moved inventory to direct issue realizing improvement in inventory utilization and cost reductions.• Increased productivity 10% through analysis of performance of internal partners and external suppliers and vendors, reducing costs.• Area repeatedly met/exceeded financial and operation goals.• Employed best practices developed as production manager across all production areas. PM Production Manager (8/2013-6/2014)• Set production performance records for efficiency and output while reducing operating costs.• Designed and implemented metrics providing real time performance data for teams. • Identified, trained and promoted associates to higher levels of responsibility. • Developed positive relationships with all areas supporting PM Production. • First manager to hit 100% attainment for scheduled production runs in a shift.• Employed changes that improved safety, quality and productivity on second shift.

Facilitate the education of under-graduate and graduate students in Business Management disciplines.•Approved to teach the principles, practices, application and theory of business in the following courses: QRB/501-Quantitative Reasoning for Business, MGT/331-Organizational Behavior, MGT/437-Project Management, MGT/554-Operations Management, MGT/573-Project Management in the Business Environment, TMGT/510-Project Management in the Technological Environment, MBA/590-Strategic Implementation and Alignment, MMPBL/510-Implementing Organizational Initiatives, MGT/448-Global Business Strategies, MBA/550-Resource Optimization, BUS/475-Integrated Business Topics, ISCOM/470-Strategic Supply Chain Management, ISCOM/471-Operations Management, MGT/334-Organizational Behavior and Ethical Responsibility, MGT/350-Critical Thinking: Strategies in Decision Making, MGT/417-Business Continuity Planning and Management, MGT/449-Quality Management and Productivity, MMPBL/590-Strategies for Competitive Advantage, OI/461-Innovation, Design & Creativity for a Competitive Advantage, OPS/571-Operations Management, ISCOM/305-Systems Operations Management, MGT/420-Managing Quality in the Supply Chain, MGT/470-Sustainable Enterprise Planning, MGT/498-Strategic Management, OI/361-Innovation, Design & Creativity for a Competitive Advantage.•Continuously earn positive feedback on topic knowledge, relevance, presentation and application.

Hired to plan, execute, manage and lead the day-to-day operations of a multi-location Customer Service Center its product distribution, storage, sales, support and service activities in Northern Nevada and Northeastern California.•Created strategic plan to optimize staffing levels and positions needed to meet service demand.•Developed, coached and mentored team members improving customer service and retention.•Reduced controllable expenses by 15%, while improving customer service/distribution efficiency.•Planned and managed projects to meet or exceed controllable/budgeted profit and expenses.•Created strategic plan that grew business sales by 10% in 2010.

Recruited to manage commercial manufacturing operation of R&D process.•Increased daily output 50% without additional capital expense through process measurement. •Elevated manufacturing performance levels, consistently meeting and exceeding company production, quality, service and safety goals using project and process management skills.•Increased employee performance 20%, utilizing goals, training, coaching and accountability. •Created strategic plan to bring staffing and manufacturing costs in line with product demand.

Recruited to manage operations to company financial/operational goals and leading entire plant to higher levels of performance.•Increased production 10% thru scheduling, process evaluation and training on 14 production lines. •Managed seasonal staff fluctuations while meeting productivity, cost and customer service goals. •Reduced inventory volume and cost by 10% while improving supply chain processes. • Increased product quality 15% through process improvement/best practices implementation. •Improved environmental, health and safety effort/compliance 20% throughout the plant.

IGT-Product Management Supervisor (2004-2006)Moved to product management scheduling projects in SAP.•Scheduled projects by product line using SAP Product Management Module.IGT-Depot Repair Supervisor (2001-2004)Improved the overall performance and operation of the Depot Repair Department providing distribution, service, and shipment of repair and exchange parts (electronic components) to internal/external customers locally, regionally, nationally and worldwide. Marketing plan moved from a cost center to a profit center.•Aligned production resources to meet market demand, while improving performance 50%.•Exceeded service goals while reducing inventory costs 30% and improving accuracy to 99%.•Increased efficiency, accuracy and shipping responsiveness while reducing labor costs by 8%. •Implemented inter-departmental cooperation/communication improving revenue 10%.•Developed, designed, analyzed metrics to exceed company goals by 10%.

Managed all products, customer service and wound pipe project activity in the eleven Western States. Oversight included budget, P & L, order entry, purchasing, production scheduling, delivery scheduling, invoicing and variance resolution, credit, and staffing, training, safety and risk management.•Established project management policies and procedures saving $80,000 annually. •Managed multi-million dollar projects to contract specifications within budget and allotted time. •Managed warehouse, inventories and shipments of products exceeding $30,000,000.00 annually. •Coordinated activities of manufacturing, contractors, tech support, quality and installation inspectors. •Distributed 2400 parcel, LTL and TL shipments annually with a .002% error rate or less annually.