Reported to SVP of Advanced Manufacturing; generated accurate standard product costs, prices and margins throughout all CreateMe business units; provided a proactive cost performance system based on cross-functional predictive modeling and on-going model validation and improvement in a neutral and transparent approach, working cross-functionally with Finance, Advanced Manufacturing, Supply Chain, Commercialization, Product Development and R&D; supported and contributed to Cost Saving Programs, Continuous Improvement Initiatives, Benchmarking, Market Pricing, CreateMe Value Proposition Program, and Design for Manufacturability Program.• Established and executed Costing/Pricing methodology across existing and “R&D Development Centers” CreateMe business units, methodology considered for both direct and overhead costs by product. Enabled accurate pricing, support on implementing metrics from standards to evaluate impact of mfg. processes/activities, communication on product margins to Sales team with emphasis on high margin products to optimize profit and the creation of capacity planning tools.• CreateMe Merger and Acquisitions - Supported and contributed to Operations Due Diligence and created ROI scenarios based on financial history, manufacturing capabilities, CreateMe innovation, efficiency and continuous improvement initiatives. • Collaborated with Apparel Innovation (R&D) – Communicated expertise on product construction methods, automation, work aides, and machine attachments; new facility layout to optimize manufacturing flow; intricacies of 1 piece on-demand flow; order batching by fabrication, color and size; fabric utilization with algorithm analysis and generated product cost on every iteration.

Reported to VP of Operations; directed, monitored, and oversaw high level strategic and tactical decisions for business intelligence tools and applications for the Apparel Group; developed operational data strategies for monitoring business activities related to minimizing inefficiencies and maximizing opportunities; further analyzed metrics performing root cause analysis for continuous improvement initiatives.• Created and implemented activity-based costing models for all products at 3 manufacturing facilities with emphasis on accurate product pricing. Established comprehensive cost/price sheet, labor activity standards loaded with PF&D %’s and efficiency factors, assigned DL and OH cost by department, material components containing landed cost and manufacturing allowances.• Incorporated customer and internal company pricing models, offering manufacturing alternatives and process improvements to meet customer’s competitive pricing for industry leaders such as Fanatics and New Balance, increased internal gross margins by 7% and identified profitable products for Sales team.• Developed Facility Capacity Calculator by product from activity standards, MOQ’s, machine availability, planned units and capacity hours. Identified facility capacity by machine/process, and product projected hours, fulfilled capacity and revenue. Improved product scheduling to meet customer deliveries and planned hours required, by machinery/process; additional machinery required and revenue projection. Supported Sales on product loading by machinery/process.

Directed 6 departments for family-owned apparel manufacturer producing Team Sports, Athletic Performance apparel and Intimate Apparel; operations in U.S. and Central America, developed manufacturing costing methodologies, improved material utilization, managed Development / Production Teams on continuous process improvement.• Implemented time-cost benchmarking (GSD) across manufacturing processes and created effective embellishment calculators. Significantly improved costing accuracy and enhanced customer satisfaction with competitive pricing, created consistent process standards and identified inefficient information flow procedures.• Developed ERP organizational structure and improved ERP capabilities supporting business demands, instituted training program with supporting Standard Operating Procedures (SOPs). Increased user awareness. • Integrated Engineer Department into global support unit, mentored and collaborated with team on creation of universal standards and analytics, incorporated project A3 status reports. Provided optimum flow, at minimal cost, for the approved product. Performed root cause analysis on sublimation fallout, reducing fallout rate by 3%.

Managed product costing, instituted costing standards, enhanced development processes, and integrated with ERP across corporate development and operations teams. Oversaw 4 direct and 15 indirect reports.• Created and implemented "Cut Planning" tool optimizing fabric consumption per size ratio ordered. Attained 5% reduction on fabric purchasing, inventory and cost.• Integrated specific team / roster information from customer orders to ERP, on time, with minimal manufacturing disruption, as project lead. Produced accurate raw material purchasing and detailed informative work order.• Collaborated with off-shore facility management, aligning on restructuring manufacturing cost sheet, including operational breakdowns with Standard Allowed Minutes (SAMs) as well as direct, indirect and overhead facility costs. Established consistent and comprehensive method of capturing manufacturing costs per product, reducing development lead time by 20%.