Operational leader for $450 million industry leader in integrated supply. Lead operational team responsible for single $70 million customer (company’s largest). Company is transitioning from “mom and pop” to corporate governance operational approach.Lead teams at six customer sites - 52 total reports. Promoted six - hired four.Lead cross functional Kaizen event focused on improving need response to customer product demand. Improved on time delivery, reduced stock outs across the enterprise.Met or exceeded all contractually obligated KPIs - inventory accuracy, on time delivery, stockouts, and product fill rates.Initiated and lead company improvement project surrounding Accounts Receivables - implemented numerous system changes supporting invoicing / collections improvements.

Purchased a high tech interior door replacement franchise - created a turnaround opportunity.- Interior doors were provided by franchised contract. Franchiser provided a very efficient method of door measurement and replacement, but fell short on the quality of the doors that they provided.- Collaboratively established metrics to assist in improving product quality. After 6 months of minimal improvement, established and implemented sale of exterior doors.- Overhauled business around exterior doors. Established local supply, designed marketing materials and sales brochures, set site assessment criteria, established new work flow, physically redesigned showroom and warehouse, and moved all installation labor to subcontract piece work.- Turnaround realized first year sales of $254,000, second year sales of $459,000.- Made top ten list for primary exterior door supplier, and recognized as fastest growing distributor in their customer base in 2015.

Operations / process change leader for $60 million oil distributor. Focused on driving business performance improvements in all operational areas through business process standardization, efficient physical organization, and improvement of customer experience. Highlights:- Managed all warehouse, shipping, receiving, procurement and inventory staff. Hired eight and promoted six staff while building operational team- Reorganized warehouse space, making room for an additional 50% inventory within existing structures- Implemented bin locations, both physical and electronically on the back office system, reducing average pick times by over 75%- Initiated inventory cycle counts, improving system inventory accuracy from under 25% to over 98%- Responsible for all fleet procurement and maintenance. By analyzing customer order dynamics, designed and procured single oil tanker that replaced two existing fleet, saving $275,000 in capital expense- Partnered with fleet maintenance vendor and utilized preventative maintenance measures to reduce truck repair expense by 60% while increasing fleet up time by 8%.- Bulk oil cross loading errors were frequent and cost the company over $100,000 in 2010. Instituted load cross checking and reduced 2011 loading errors to under 1% and $0 loss.- Bulk oil loading time took over 45 minutes per truck, leaving expensive drivers and truck assets sitting idle. Lead cross functional team in an improvement project that reduced this time to under 20 minutes. Total project was implemented and sustained in under 30 days.

Managed all business process improvements related to Dell online (www.dell.com).- Personally led improvement project that enabled $60 million in annual sales.- Sponsored six projects that lead to $35 million annual cost savings, and four Green Belt and two Yellow Belt Six Sigma certifications.

Managed the I/T portfolio for Software and Peripherals on www.dell.com.- Lead a team of seven product managers responsible for Dell's online S&P offerings - promoted two to Senior Managers- Managed I/T portfolio representing a $2 million annual spend- Personally lead development effort that designed and implemented Dell's first online printer ink cartridge selector

Consulted with clients leading to direct procurement feeds from their eProcurement systems (e.g. SAP, Ariba, PeopleSoft, J D Edwards) to Dell's order management system.- Engagements were at the Director to Executive Vice President level within Fortune 500 companies.- Increased online orders as a percent of total orders in my book of accounts from under 10% to over 70% during my tenure.- Worked "two in a box" with account managers to enable and drive sales within Large Corporate Accounts.

Consulted with clients leading to direct procurement feeds from their eProcurement systems to Grainger's order management system- Engagements were at the Director to Executive Vice President level- Part of team that pioneered "punchout" technology integrating buyer and seller systems without human intervention for the first timeWorked "two in a box" with account managers to enable and drive sales within Large Corporate Accounts.

Sales support role that helped Grainger customers utilize Total Cost of Ownership in their vendor selection decisions.- Engaged customers on a "quick study" approach to understand their procurement and inventory costs associated with products that Grainger could provide- Built and presented cases that outlined current costs versus cost to engage Grainger.- Engaged with accounts in very diverse industries including Petrochemical, Light and Heavy Manufacturing, Hospitals, Construction, Insurance and Government- Awarded President's Club honor in 1998 for enabling over $10 million in added sales in my territory

Managed business relationships with large petrochemical, specifically focused on improving customer supply chain process for indirect (MRO) materials.- Hired to help Grainger move from selling through distributors to selling directly to customers. Account base was 29 petrochemical plants represented by 12 companies.- Grew business from under $150,000 to over $5 million during my tenure.- Awarded President's Club honor in 1994 and 1995.