Site Manager for this quality containment company. Working within the Johnson Controls’ seating facility in Georgetown, KY who supplied to Toyota (TMMK) I was accountable for starting quality sorts, written work instructions, data collection reports, work authorizations, quoting, and manning. Responsible for up to 50 Quality Inspectors across the two sites. In addition to providing quality containment support, I was instrumental in securing Johnson Controls’ warehousing needs in Georgetown. Direct reports include: Warehouse Manager, Warehouse Supervisor, four Team Leads, Data Entry administrator, and a Quality Technician.

As the Vice President of Operations of this upstart organization, I coordinated the efforts between office in Costa Rica and home office in Lexington, KY. Developed associate training and development program, organized the expansion of the pet relocation operation into Nicaragua and Honduras. Responsibilities include: P&L, AR/AP, budgeting, HR/benefits, IT, and customer care. The company has seen growth from $228,000 in 2008 to $650,000 in 2013 with a GM of over 30%.

Hired as Plant Manager for the Stanley facility in Nicholasville, KY. Sargent & Greenleaf is a manufacturer of both mechanical and electronic high security bank and vault locks. Overall responsibility for entire manufacturing operations which included: P&L, procurement, materials, quality, EHS, manufacturing engineering, and facilities/maintenance. My specific task as outlined by Corporate Stanley, was to bring stability, improve productivity, renew and sustain lean initiatives, review and amend quality system, lead productivity projects to impact the bottom line. Developed a new rework unit to handle customer repairs and rebuilds through our RGA department. From 2007 through 2008, gross sales grew from $36M to $41M with an AGM of 21%.

Hired as an Area Manager in New York and promoted to General Manager / Director of Operations for Costa Rica in three years of employment with this circuit board manufacturer, a tier-1 automotive supplier. Coordinated the strategic and daily operations of the tooling, human resources, information technology, and accounting departments. Customer base included: Chrysler, Celestica, Panasonic, Pioneer, Bose, Motorola, Intel, Siemens, and the DoD among others.• Implemented critical lean initiatives that increased efficiency, productivity, and quality along with profitability.• Grew the plant to boost operating efficiency from a grim 20% to nearly 100% in less than eight months. • Built a cross-functional engineering manager team that boosted first pass yield for tooling from 82% to 97%.• Achieved ISO TS16949 certification with zero instances of non-conformance on the initial facility audit.• Reduced lead time from two days to seven hours.• Initiated Kaizen blitz, developed takt times for all tooling functions, and intensified cross-training to eliminate operator downtime and bottlenecks.• Quadrupled tooling capacity from handling only 50 jobs per week to 200 jobs per week.• Increased overall productivity from 65% to 95%+ while enhancing quality to 97%.• Established and managed CAD/CAM tooling facilities in New York, Costa Rica, and the Philippines.

Plant Manager in control of all aspects of a 24-hour, three-shift, plastic injection molding facility. Coordinated and supported operational, administrative, and technical functions. Supervised purchasing, inventory control, shipping/receiving, and logistics. Developed and managed master schedules and statistical production plans. Handled Human Resource functions with a focus on hiring, training, development, and employee relations.• Maintained customer base for Spencer’s 5 gallon pail sales.• Engaged to unify and improve the performance of this family-owned company and position it for growth.• Introduced QS 9000 and SPC programs along with training and support; developed the quality supervisor.• Managed the relationship with Fleetguard–Spencer’s largest customer and the tier-one supplier to Chrysler.

·Plant Manager/Owner for this startup manufacturer of sporting goods specializing in re-bonding polyurethane into baseball bases. Headed up design construction, procedure development, salesperson commissioning, and cost structuring. Continued to manage ongoing operations along with technical and administrative support.• Developed the operation from startup to become a $4.5 million plant and facilitated its sale in 1995.• Extended from strictly producing football accessories to add baseball and gymnastics products.• Created and implemented a certified supplier program that provided 100% on-time delivery.