Initially hired as plant manager and responsible for numerous process improvements, including the implementation of 5s and Lean Manufacturing concepts. Given additional responsibility for all operational activities, in order to provide more focused leadership and direction. Responsibilities included P&L responsibility for the Taylorsville, NC division, which included $20MM in annual sales.•Implemented a new ERP System (NetSuite) on schedule and on budget•Implemented Lean Manufacturing Principles, including Value Stream Mapping that increased productivity by 20%•Reorganized plant layout, improving product flow through and output, with the implementation of a 5s program•Created cycle count and inventory management processes that allowed us to improve and maintain overall inventory accuracy of 98%•Developed focused Customer Service KPI’s, improving order fulfillment and on-time shipping performance of 98%•Oversaw the roll out of two new product lines, setting up manufacturing processes that allowed us to support an increase in overall sales 42%•Trained and developed front line leaders that provided redundancy and sustainability within Operations•Established and implemented an in-depth safety program for Precision Materials, as well as our three other sister facilities.•Developed and implemented and Employee Handbook for Precision Materials, as well as our three other sister facilities. •Played an instrumental role in planning and executing the start-up of a new manufacturing site in Ohatchee, AL

Initially recruited as Director of Operations and was responsible for implementing numerous process changes, resulting in increased productivity and reduced operating expenses. Given additional responsibilities of sales & marketing in 2015 in order to provide more focused and accountable leadership. Current position includes P&L responsibility for all domestic and international business for a premium Hosiery company. Responsible for Operations, Sales, and Marketing of a $40MM Brand.•Completed sales/marketing reorganization that provided a more accountable and results oriented focus, reducing overhead and improving both top and bottom line results•Developed and drove the conversion from a distributor model to a direct sales model, retail division in the United Kingdom, resulting in a 50% increase in top lines sales, while improving profitability in excess of 15%•Increased company’s overall e-commerce sales to become the company’s second largest, overall sales volume driver•Developed a series of customer service key performance indicators, including inventory turns tracking, on-time performance, and fill rate percentage•Implemented processes improving quality and on-time delivery, while reducing past due orders, achieving and maintaining customer service levels for on-time and fill-rate of 98%•Extensive knowledge in all areas of operations, including purchasing, production, distribution, sales support, and all areas related to supply chain•Responsible for total operational functions at multiple production facilities•Redesigned finished goods storage, reducing operating expenses by approximately $200,000 annually•Eliminated excess operating expenses at our retail facility in excess of $250,000, bringing in positive bottom line results•Implemented processes improving quality and on-time delivery, while reducing past due orders•Reorganized the operational/manufacturing team/structure to reduce redundancy and overall labor costs by 22%

Initially recruited as logistics manager, promoted to plant manager within two years, and became VP of Operations after an additional three years. P&L responsibility for a $60MM household goods retail business, which represented a 20% baseline increase during this time.•Responsible for all areas of operations•Was instrumental in developing a branding strategy•Streamlined operations that resulted in an overall reduction in fixed overhead of over 25%, during a period of increased sales growth•Reduced labor savings, which netted $1.9 million in labor savings•Managed and maintained a sourcing office in Hong Kong, primarily responsible for overseas sourcing, including on location development of product lines and factory certifications•Reduced overall inventory by 33% through improved forecasting methods and enhanced collaborative communications with sales•Managed and maintained an outside packaging facility•Developed productivity goals and inventory parameters that resulted in our ability to beat our flex budget by approximately $775,000, while providing an additional $700,000 in cost reduction projects/ideas during my three years as plant manager•Developed and maintained a third party logistics provider in Ontario, CA,•Implemented new, computer-driven, technology which allowed us to reduce our overall in the shipping lead-time from 5-7 days to 48 hours•Negotiated freight contracts with LTL carriers as well as on our inbound container rates, resulting in a saving of $1.5 million on outbound freight and an additional $800,000 on inbound freight•Improved and maintained customer service levels of 98% with regard to order fulfillment and on-time shipping performance•Established productivity rates and implemented budget parameters that allowed us to beat our flex budget by approximately $370,000, while providing an additional $906,806 in cost reduction projects/ideas during my two years as logistics manager

Intercraft-Burnes - A Member of Newell-Rubbermaid – Statesville, NC 1984 - 1996Director of OperationsInitially hired as a junior accountant, progressing through multiple promotions with additional responsibilities in the areas of production, distribution, and human resources, before acquiring the position of General Manger.• Responsible for an entire three shift production and distribution operation, with an annual shipping budget of approximately $73,000,000• Directed the efforts of a leadership team that was responsible for the efforts of 450 employees• Achieved and maintained an order fulfillment and on-time shipping performance of a minimum of 98%• Responsible for an entire three shift manufacturing operation with annual finished good production in excess of $35,000,000• Was instrumental in assisting the company receiving the 1994 Positive Employee Practices Institute’s Showcase Organization of the Year Award and the 1994 Iredell County Industry of the Year Award• Played an active role in designing and promoting our empowerment culture throughout the organization