Lee Allgood Email & Phone Number

Chattanooga, Tennessee, United States

Chattanooga, Tennessee Area

Focused on building high trust relationships and delivering client value, I am a proven leader and valued advisor to senior executives who seek to drive the culture change necessary to capitalize on advanced analytic solutions that improve financial performance. A creative problem solver focused on widening the moat to create sustainable competitive advantage.

Strategic Planning Manager leading a broad range of initiatives providing strategic direction to Shaw's sales, marketing, and operations groups. Primary focus in the past four years has been to develop and deploy best practices in data governance, business intelligence, and advanced analytic methods. Led teams to develop analytic models improving the effectiveness of product sample placements, production operations, call center customer experience, and revenue optimization.

Post-sales consultant leading business process review and implementation of Infor ERP with specialization in APS, scheduling, and shop floor execution and control.

Key member in a start up business providing risk management services to area businesses. Sold $1.5 million in total premium dollars in two years.

Marketing manager for a line of intra-operative medical communications devices developed to record surgical procedures to DVD and provide real-time video and VOIP communication.

Lead consultant for strategic extensions to MAPICS’ core ERP solution. Led meetings to ascertain client strategic goals and objectives. Managed value discovery process to align solution recommendation with client objectives.

Led project team through implementation strategy and planning at Boots the Chemists ($8 billion revenue) enabling an on time implementation of forecasting, inventory planning, and DRP. These systems manage the replenishment for a supply chain serving over 1300 stores in Great Britain.

Managed strategic supply relationship with W.W. Grainger and other large distributors. Engaged other major distributors in Stanley’s order-to-cash quality improvement initiatives. Developed "as is" process flow maps and implemented statistical process control to guide fact based decisions leading to implementation of "to be" process improvements. Reduced errors in order-to-cash cycle by 60% in one year.

Group Manager, Customer Service LogisticsOperations ManagerContract Specialist

Mba, Finance

B.S., Industrial Operations Management