• Set strategic goals to work within budget constraints while managing employee recruitment and retention, employee training and supervision, purchasing, inventory, advertising, maintenance, and daily operations• We achieved revenue growth of 50% over 10 years• Awarded winner at Taste of Fort Smith four consecutive years (2015-2018)

• Responsible for all aspects of the business such as local marketing, employee recruitment, coaching, payroll, and maintenance• Achieved 32 quarters of consecutive growth• Set companywide opening client record• In our second year, we placed 2nd of 250+ stores in three categories of the five key business indicators; net sales increase, retail sales increase, and total client increase• In our fourth year, we placed 2nd of 600+ stores in client satisfaction surveys

• Developed and implemented new receiving, storing, inventory management, and shipping processes that improved warehouse efficiencies while meeting customer needs• Established work standards and monitored daily manpower requirements for 3 shift operation to support supply and demand schedules• Provided guidance and leadership that increased average daily output from 40 loads to 65 loads per shift• Reduced shipping costs by $750K annually by redesigning packaging and load securing methods

• Led the division’s lean reorganization of the materials department from concept to implementation using value stream mapping, process improvements, kanbans, and flow concepts• Certified as the materials department Consumer Centered Manufacturing workshop lead instructor responsible for teaching lean principles to management, union representatives, and the hourly workforce• Coordinated the lean reorganization of the Fort Smith division’s supply base during the corresponding division Consumer Centered Manufacturing program implementation• Coordinated the identification, validation, and sharing of best practices with sister divisions within North America• Attained lean champion certification for the Fort Smith division by attending North America region training and coaching lean teams to achieve company goals• Co-Chaired the department’s Labor Management Cooperation Committee. This team included members of management, elected union officials, and hourly workers with a common goal of increasing overall employee engagement.

• Conducted the recruitment, hiring, and development of salaried auditors and management trainees for the materials department, while supervising six salaried auditors• Managed the integrity of purchased parts and bulk inventory accuracy throughout the division by coaching, encouraging, and empowering my employees• Collaborated with sister divisions within North America to identify, validate, and share best practices.• Trained Reynosa, Mexico division using Fort Smith division practices• Cross-trained as a Material Adviser on the manufacturing floor and as the 3rd shift materials lead• Represented the Fort Smith materials department at quarterly North America meetings. The purpose of these meetings was to review corporate objectives and develop action plans to meet objectives.• Co-Chaired the department’s Labor Management Cooperation Committee. This team included members of management, elected union officials, and hourly workers with a common goal of increasing overall employee engagement. I was the only department co-chair that was not at department manager level or higher.

• Led and managed all materials business unit activities on 3rd shift by planning and directing activities of suppliers, carriers, salaried and hourly personnel• Provided effective daily shift communications to appropriate process partners• Maintained MRP 5-day schedule of assembly lines to meet internal and external customer needs• Provided 3rd shift coverage for 9 material coordinators, including expediting of freight to meet assembly schedules• Provided leadership and training of hourly and salaried employees in these materials areas: receiving, moving, storing, ordering, and delivery of materials• Co-Chaired the department’s Labor Management Cooperation Committee. This team included members of management, elected union officials, and hourly workers with a common goal of increasing overall employee engagement.

• Coordinated the even flow of purchased parts to support production schedules while minimizing inventory levels and obsolescence• Responsibilities included knowledge of supply base and capabilities, shipping schedules and methods, policies and procedures, and following the component parts through the production process• Established new material routing with Ryder Logistics to save $65K annually• Coordinated engineering changes between division engineering and suppliers • Increased my area of responsibility from 18 to 33 suppliers after 1 year with annual usage increasing from $66M to $150M while decreasing excess inventory 56%