Successfully introduced and led lean transformation and implementation of the Toyota Production System in $60M, 550 union employee educational furniture manufacturing facility. Recruited and built a strong leadership team and managed the highly seasonal production operations including procurement, metal fabrication, powder coating, chrome finishing, wood laminating, CNC routing, injection molding, assembly and distribution.  Successfully converted all assembly lines to cellular manufacturing Transitioned work force to self-directed visual scheduling process Designed and implemented visual kanban for all raw and WIP items Increased total factory output 19% in the first 12 months Reduced external lead times from 8 weeks to 2 weeks 

Responsible for distributor, contractor, and renovation sales teams in the South Central region of the United States.• Developed strategic annual sales goals and quarterly action plans for regional distributor / contractor sales management team.• Collaborated with regional sales VP to develop strategic growth sales plans for 11 regional lighting agencies.• Responsible for annual regional stock & flow sales in excess of $81 MM• Successfully recruited, hired and trained (2) Regional Sales Managers for the South Central region in FY14.• Successfully led team of (2) Regional Sales Managers and (1) Controls Sales Manager to a YOY increase in stock & flow sales in the South Central region by 10% in FY14.• Pioneered “solution sell” strategy for regional sales team in FY15.

Vice President, Southwest Operations October 2010 - June 2013• Successfully planned and executed move of $40MM of product from Georgia Production facility to Greenfield operation in Dallas, TX. The move included design and setup of total new operation including management of $4MM Capital buildout and setup of CNC fabrication, Stamping Press Fabrication, CNC Tool & Die Shop, Powder Coat Paint System, and Assembly operations.• Successfully planned and implemented startup of regional manufacturing / assembly in Ontario CA, Chicago IL, & Carlisle PA• Responsible for $5MM incremental increase in business through successful implementation and marketing of regional “Light Quick” (quick ship) program to 16 Southwestern Lighting Agencies• Grew Southwest annual shipments 15% YOY through joint responsibility with Regional Sales VP for Southwest Regional P&L • Responsible for short term and long term strategic planning for $200MM annual Southwest Regional Operations• Oversee all Southwest Distribution Operations: o Receiving, warehousing, shipping, administrative, returns processing and salvage• Responsible to develop and execute upon all Southwestern Regional Operations related plans and budgets• Increased annual turns of $6MM finished goods stock inventory from 9 to 18 turns / year through Visual Kanban and PSI processes• Responsible for raw component / finished goods procurement• Recruited and developed local customer care team• Recruited and developed local sourcing group

Plant Manager, Austin February 2010 – October 2010• Responsible for long term strategic planning for Austin facility• Oversee all aspects of a 300 person, $50MM fluorescent lighting operation (BOM group, programming, purchasing, receiving, fabrication, paint, material handling, assembly, shipping, maintenance, production engineering, quality, lean, EH&S, and financial P&L).• Achieved 18% reduction in total conversion costs in first 6 months.• Reduced inventory 20% in FY10.• Achieved sustained 5 day Lead Time (from order entry to shipment) with multiple examples of LT’s measured in hours, not days.• Recognized by Executive Sr. Management as having leadership skills that are “2nd to none.”

·Responsible for day-to-day assembly operations of 118 assembly personnel in 9 assembly cells. ·Accountable for production of $6.7 million in monthly shipments.·Achieved sustained 70% reduction in past due.

·Responsible for Plant Engineering, Quality, BOM Group, EH&S, Sustainability, Facilities, and Maintenance groups. ·Emersed all groups in the Toyota Production System. ·Studied under Shingijutsu Global Consulting and personally led 20+ kaizen events. ·Responsible for lean transformation of facility to the Toyota Production System. ·Responsible for sustained 65% reduction in internal quality defects, 20% increase in manufacturing productivity, 15% reduction in cost of natural resources consumed, 10% reduction in maintenance and repair expenditures, as well as a10% reduction in factory supply expenditures. Responsible for implementation of capital equipment resulting in cost savings in excess of $500K / year. ·Core team member of operations staff making decisions on a daily basis regarding daily production, material flow, past due management, staffing, and strategic planning.

·Responsible for process design and control of 12 assembly lines. Manage Process Engineers, Maintenance Manger, Maintenance Technicians, Fabrication Specialist, and Rework Technicians. ·Led teams in process improvements, automation projects, product launches, installation of new equipment, PFMEA’s, QS9000 documentation, VA/VE activities, cost reduction activities in excess of $2M per year, poke-yoke activities, and quoting new business.