Currently leading a team of 400+ in a $130M line of business through an evolution across two sites that have operated as independent business units for 50+ years. Driving collaboration, best practice sharing, and leadership integration to improve service to the three facets of Herff Jones’ customer base while delivering bottom-line performance.Critical ResultsBuilt a central leadership team to drive shared accountability and reduce OH. Drawdown of seasonal labor cost & balanced internal vs. external manufacturing; >6% GM growth.

Led a team of 250 dedicated team members through a two-year process & cultural transformation in an underperforming manufacturing & distribution site during post-COVID bounce back. Implemented a balanced supply chain strategy that leveraged local skilled labor and expanded the global supplier base. Overhauled distribution operations and launched planning & inventory control organizations while tripling direct-to-consumer shipments. Critical ResultsImproved on-time delivery from 42% to 99.5%, customer reported quality from less than 70% correct to 97.8% correct. Reduced employee turnover from 21% to <7%.

Transitioned into the role to bridge the gap between marketing org and in-house manufacturing/distribution sites. Built a small team of product managers to enhance the go-to-market success of HJ $131M grad products’ business. Partnered cross-functionally to serve multiple stakeholders, including Herff Jones’ 3rd party sales network. Critical ResultsLaunched the first digital product accessory in the grad products space. Developed and implemented a customer incentive program to shift 30% of the demand to the left for a core product category. Reducing strain on operation (labor savings) and improving delivery/customer experience.

Joined the local leadership team to turn around a manufacturing site after a rocky consolidation effort. Led a team of 60-100 managers & associates (large seasonal workforce) across five teams, including call center operations, manual order entry, billing, relationship management, and back-office sales support. Critical ResultsReduced front-end order entry time by two-thirds. In collaboration with the operations team, improved OTD in the line of business from 60% to 99%+. Transformed multiple customer order processes from email/call one-to-one contact to live digital portals. Led implementation of new call center tech/phone system driving greater internal efficiency and improved customer experience.

Built corporate TA function from scratch (new muscle for org.) Partnered with the new executive team to set and execute talent strategy while supporting six manufacturing/distribution sites across the county as an internal consultant/partner. Critical ResultsImplemented a company-wide applicant tracking system. Reduced outside recruiting spend by $2M in year one. Reduced third-party recruiting partners from 42 to 15 while renegotiating rates for temp-labor vendors. Partnered with local manufacturing sites to hire 260+ seasonal associates via.

Branch Financial Sales Consultant II / Outside Sales August 2011 - October 2012Teller / Workplace Banking Champion January 2011 - August 2011