Solve Industrial Motion Group announced in November2020 its formation and the uniting of three, established leaders in the industrialbearings and power transmission industry. The Solve brands include P.T.International (PTI) based in North Carolina, IPTCI Bearings headquartered inMinnesota, and LMS Bearings in Colorado. To learn more about this change, pleasevisit: https://solveindustrial.co/employee

Full P&L responsibility of newly merged (Hagemeyer NA and Industrial Distribution Group) national distributor with over $1.5 billion in revenue encompassing 11 direct reports and 3 operating companies with 180+ locations, 3,300+ associates delivering products, solutions and services to the Industrial and Contractor/Installer market

Full P&L responsibility for a $1+ billion national distributor encompassing 11 direct reports and three operating companies with 180+ locations, 2,500+ associates delivering products, solutions and services to the Industrial and Contractor/Installer markets

Finance leader with 5 FPA direct reports and oversight of satellite shared service center. Responsible for all financial activities, projections, analysis and reporting for a North American business unit with revenue exceeding $1 billion

Full P&L responsibility for a business unit with more than $350 million in revenue providing in plant services and strategic sourcing of safety and industrial products.

Sourcing and negotiation of electrical, safety and industrial product portfolio to support business unit exceeding $800 million in revenue•Initiated and implemented conversion from traditional purchasing organization to category management •Developed private label strategy launching 5 new product lines,

Recruited to oversee all sourcing, procurement and contract negotiations of electrical, safety and industrial product portfolio to support a business unit with revenues exceeding $800 million• Realigned supplier negotiations, consolidated supply base, and implemented profitability matrices to improve supplier and product line profitability • Maintained flat inventory with sales +5% by working with suppliers to optimize performance and efficiency while elevating service levels to above 95%• Accredited for designing and delivering performance system throughout company to drive accountability and focus on opportunities

Responsible for 3 non-union manufacturing facilities, 4 distribution centers with 17,000 sku’s and more than 2,000 North American customer locations. •Supported and partnered with sales team in order to meet customer service and quality expectations•Directed the finalization of the emission control division restructuring returning the business unit form a $6M loss to an $11M profit•Designed the ride control strategic business and restructuring plan•Reduced manufacturing costs 2% year over year by introducing lean manufacturing into the plants•Assisted in the closure of 2 under utilized product plants, managing downsizing of 165 staff without disrupting customer service•Reduced expenses by $700k, improved customer fill rates by 3% and DOH by 15 days by integrating the central production function

Financial management responsibility for aftermarket division encompassing 7 manufacturing and 12 distribution facilities with accountability for strategic planning, budgeting, forecasting, finance, standard cost maintenance, capital request and inventory control •Assigned leadership responsibility to develop emissions control strategic plan that would improve operating performance from a negative $6M to a positive $11M in 3 years. Accomplished results in 24 months.•Directed the finalization of the emission control division restructuring returning the business unit form a $6M loss to an $11M profit•Reengineered business processes resulting in a 25% reduction in headcount while improving productivity