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Responsible for P&L, repositioned business entity for healthy growth in 2015.•Identified waste in departments and set budgets to encourage team to better manage projects.•Prioritized short-term business goals to improve corporate cash flow.

Managed a team of directors and preside over 155 employees. Responsible for P & L of the company and charged with growth, quality improvement, meeting federal and state regulations, and improving profitability.• Redefined the corporate strategy and mission statement, identifying the company as a niche, probiotic and sensitive material manufacturer• Implemented upskilling of leadership positions and necessary personnel changes• Increased revenue by 27% over 2011 while improving profit margin• Responsible for adjusting business model to better meet our manufacturing and laboratory expertise. Laid the foundation on which to continue company growth, this relied on installing accounting controls and additional Human Resource Management.• Recruited managerial and technical staff for QA, QC, Validation, Regulatory Affairs, Laboratory Operations, Manufacturing and Packaging Operations, Formulations, Accounting, Human Resources, Customer Service and Sales • Improved cash flow by diversifying customer base. Doubled the number of major clients in 2013 over 2011• Coached managers and directors by identifying KPI's in their respective department• Directed the implementation of LEAN and 5S company wide • Coordinated the planning and implementation of the company’s strategy for best use of information technology which included the use of software for document control, ERP, LIMS, and data management• Developed and improved quality systems across the company for greater compliance

Maneuvered the company out of a several year downtrend in profitability, quality, and capacity.• Increased capsule manufacturing up time to an average of 6 hours per shift in 2012, compared to 2.75 hours per shift in 2010 and 2011• Drove a team to develop system and technical SOP’s detailing methods of training, operating and troubleshooting processes and equipment across departments• Directed the expansion of the company’s manufacturing, packaging, and laboratory site. The project was valued at $7 million, and my role included overseeing the qualification, process development and equipment selection• Reduced packaging defects and rearranged critical control points to better monitor and correct defects• Eliminated unplanned overtime in 2012 reducing direct labor costs by 15%• Developed and reorganized group to be more efficient and progressive in its approach to and execution of quality management• Managed the use of automated systems (ERP,LIMS, etc.) to improve efficiency in batch release

• Identified and analyzed inefficiencies in Quality, Manufacturing, Packaging, and Formulations.• Conducted root cause analysis on customer complaints, identifying the source of 90% of all packaging-related defects. Process revisions saw a 50% reduction in these defects 8 months later.• Installed master manufacturing record data collection points to produce useable efficiency data of finished goods, the process resulted in more accurate data to support production efficiency changes and improve product costing accuracy.

Clifton Springs Hospital, Clifton Springs, NY• Taught Doctors, Lab Technicians, and Administrators Design for Six Sigma through the use of Process Improvement / Continuous improvement tools in daily operations.• Resulted in a rebuilt patient admission, dismissal, and tracking process.Fort Drum (United States Army), Jefferson County, NY• Taught how Continuous Improvement tools can be used with metric collecting workflows in Microsoft SharePoint to centralize deviation management. • Resulted in improved department communication in a secure and reliable platform. Alternatives for Battered Women (Non-Profit), Rochester, NY • Oversaw improvements to workflow design.• Taught the benefits of continuous improvement through data collection.