Completed a raw material market study and a supply-chain project in the Southeast. I am open to other projects in the steel supply chain. Contract me through LinkedIn.Completed market study to support a vertical integration strategy for large steel producer in Southeast Texas.Recently completed due diligence for the acquisition of two scrap recycling companies in South Texas.

President and General Manager of secondary aluminum and non-ferrous scrap trading operation in Central Florida. Business and process development at newly acquired metals recycling and secondary aluminum producer in Central Florida. We produce RSI A356.1 Sow.

Worked as the general manager of mega scrap recycling facility in Delta Ohio. Built the operating team from scratch and trained operators in all aspects of plant operations.

Started up oilfield services company offering roustabout and construction services, and surface drilling.Major Activities: reached $4,000,000 annual run rate in sales revenue in Q1, negotiated debt for fleet, receivables, and trade payables, Set up accounting system, payroll system and cash management process. Negotiated terms on initial investment.

Recruited by CEO of multi-national Japanese holding company to manage and turnaround a distressed ship recycler. Business imperatives were to: improve cash flow, reduce debt load, increase capacity and eliminate losses from fraudulent activities by key employees and determine future compatibility of ship recycling with company core competencies.Major Activities: Recruited new management team, reduced cost, doubled revenue by increasing production, implemented standard accounting controls to prevent fraud, improved operational processes to increase capacity and improve worker safety and divested of the business in February of 2016.

Conducted Scrap Market Study for new rebar micro mill in the Southwest United States. Evaluated and provided input to construction bids and facility operating plans. Negotiated supply agreements with scrap suppliers. Developed cost and operating models to justify and raise capital. Worked incoordination with the company principals to develop project Proforma Statements and operating models.

Recruited by Chairman to manage the turnaround of cooking oil recycling company with 35 employees and 25 million in annual revenue. Business imperatives were to: eliminate inventory losses, reduce operating costs, and implement standard worker safety programs.Major Activities: Redesigned plant to allow standard tank inventory processes, improve yield and eliminate waste generation, implemented standard accounting controls and proper separation of duties to identify losses and prevent fraud and developed and implemented safety and environmental practices that improved employee safety and regulatory compliance.

Recruited by Division President to manage 25 Scrap Metal Recycling Plants and 1,000 employees in the Southern and Southeastern United States. Business imperatives were to: reduce cost and rationalize capacity after the financial crisis, reduce inventories and increase cash flow, modernize plant operating model to improve controls and efficiency and improve worker safety record.Major Activities: Standardized plant organizational structures and reduced employee count, closed under performing plants, standardized plant operating procedures and installed new automated retail system, implemented new safety programs to increase employee involvement, developed export capabilities to new markets and reorganized logistics asses to improve asset utilization and safety.

Recruited by Chief Operating Officer to manage business integration after the successful 4.3 billion dollar acquisition of Chaparral steel. Business Imperatives were to: integrate the Chaparral Steel and Gerdau organizations to insure seamless takeover by Gerdau, install Gerdau management system at Chaparral, and identify key profitability drivers at Chaparral that could become new Gerdau processes and policies.Major Activities: Formed a multi disciplined team from the Gerdau and Chaparral organizations with skills ranging from: I.T., sales, operations, and human resources to develop integration plan and plan to insure seamless “Day 1” takeover by Gerdau and eliminate redundancies immediately, conducted 3 month review of Chaparral profit drivers and developed new improved Gerdau policies and practices to sustain best practices, and implemented the Gerdau Management System at Chaparral to track key performance indicators and drive continuous improvement and cultural integration at the new plants.

Promoted by Vice President of Operations to manage distribution and processing of $150 million of inventory and 1,500 SKU’s, 140 employees in multiple locations and a $73 million freight budget. Business Imperatives were to: reduce costs, install Sales and Operations Planning process to improve inventory performance, implement continuous improvement process company wide and improve data visibility to improve operational and marketing decision making.Major Activities: Increased communication between production managers, financial managers and sales to better match production with demand and financial constraints, improved demand forecasting by implementing computerized forecasting system, developed effective inventory policies to insure production was well matched with demand to reduce dead inventory and discounts, implemented 6 Sigma companywide to drive continuous improvement and developed a market performance dashboard to communicate key market and internal metrics to promote proactive decision making.

Recruited to manage all aspects of environmental compliance, air permitting, hazardous waste, and waste facilities, supervise a professional engineering team consisting of engineers and administrative staff and legal contractors. Business Imperative were to improve compliance and reduce cost associated with environmental activities.Major Activities: Improved regulatory compliance and achieved perfect 5 year compliance record; established strong relationships with state and local authorities to facilitate management flexibility and business growth, Settled ongoing disputes with regulatory agencies, reduced waste generation by de-listing hazardous landfill leachate water allowing reuse and disposed of hundreds of tons of radioactive waste from production incident in the early 1990’s

Consistently rated in the top 10% of peers.

Recruited to manage waste management facilities and environmental restoration projects at a nuclear weapons assembly plant Personally designed and developed statistical analysis tools to manipulate data structures and perform data analysis on environmental contamination data at atomic weapons testing and assembly sites.

Managed environmental restoration projects at industrial plants throughout the United States.