Colonel and second in command of a 1,750-person logistics sustainment brigade; guide, mentor, and manage personnel to ensure proper coordination and team functioning. Planned, prepared, coordinated and trained the Brigade Task Force to train Iraqi leaders to manage, forecast and sustain their forces to win the battle against ISIS and develop a learning organization capable of self sustainment. Prior to deployment to Iraq, improved the brigade’s readiness from last (13th) to 4th in the division in less than five months. During deployment served as the Task Force Deputy Commanding Officer (DCO) of a Logistical Advise and Assist mission in support of Operation Inherent Resolve. Managed a complex program across a multi-national coalition that was instrumental in the development of critical processes and solutions across two domains. The first domain was the current, close fight that enabled our Iraqi partners to develop capabilities to source and sustain equipment, parts, and munitions to defeat ISIS in current operations; the second domain was mentoring, coaching and training Iraqi sustainment leaders and the ministers of defense and interior on processes and approaches to develop self-sufficiency. Responsible for synchronizing effort to improve the Iraqi Army logistical operations supporting the development and improvement of sustainment processes and leveraging Iraqi sustainers and coalition expertise at the operational level with main focus at depot level IV maintenance. Support sustainment operations for a combined, joint and interagency force globally working with coalition forces that requires synchronization with CJFLCC-OIR, CJTF-OIR, 1TSC and OSC-I along with other enabling agencies to improve IA sustainment readiness support to contingency operations. Accountable for the welfare, training, discipline, administration, combat readiness, professional development and quality of life for Soldiers assigned while deployed at Taji Military Complex.

Drilling reservist and Director of Operations for 6,000 Soldier Logistics Division.

Manage strategic programs and projects for the Drills segment of Caterpillars Global Mining Division. Responsible for developing product and sourcing solutions, and emplacing plans to strategically place the business in a position to better serve our customers and grow our business. Operations Manager for Track Drill manufacturing operations.

Conducted Kaizen and lean six sigma training and fostered a continuous improvement culture within the Armstrong Kankakee plant, for a manufacturer of commercial and residential vinyl tile for both the commercial building and residential markets. Focused on continuous improvement lean six sigma cost reduction and quality improvement objectives to retain gains made in progress to eliminate waste and achieve optimal profitability; developed visual controls for each area of operations and tracked progress against key plant and event metrics.Key Achievements: -Personally led six Kaizen events in 2010, which saved the company $375K and sustained $1.4M in 44 plant events. -Project manager conducting Kaizen Training for ten different events and trained Supervisors on Kaizen, Lean principle, Six Sigma and 5S.

A manufacturer of commercial and residential vinyl tile for both the commercial building and residential markets.; Lead a vastly complex residential tile manufacturing operation consisting of three lines, 9 direct reports, and over 90 full-time and temporary employees that produce various commodities of residential Vinyl Composite Tile (VCT) in a range of sizes, thicknesses, textures and colors; additionally run the sole North American tile operation that bevels tile and the only operation worldwide that produces commercial premium Stonetex, and Arteffects tile.Built and consistently achieve budget for Residential Business manufacturing operations of over $23 million at standard costPlanned and implemented Lean business event that reorganized several of my departments, L2/L6/Packaging Department, and resulted in labor reduction, overtime reduction, WIP reduction, yield improvement and quality improvements savings of over $700K per yearOptimized crew sizes in different operations through analysis and change management resulting in direct cost savings of over $100,000 in 2007Bench marked equipment from sister plants resulting in improved throughputsDeveloped maintenance planning system to improve planning, communication, prioritization and equipment reliability resulted in a reduction in special and common cause downtime events and throughput improvements across all residential linesAchieved a first ever in the plant zero lost time or recordable injuries record that is still going into 2008Saved $80K per year in film costs and increased available capital by reducing film inventories from 4 million sq. ft to under a million, through SOPs, education, and visual factory, which also resulted in improved yields and qualityImplemented a new tile line from the ground up, and over a year have brought on 2 new crews and have increased throughput rates, yields and customer service on an exciting, new product for the plant.

Led the manufacturing operation of commercial Vinyl Composite Tile (VCT), consisting of three direct reports and 57 personnel conducting operations in 4 work teams per shift. Responsible for meeting production goals of $180 million in inventory a year, inventory control, quality control, fill rate performance and special projects.Led the manufacturing operations of the largest, most productive and most cost effective commercial tile line in North America. Often managed both Kankakee plant commercial lines. For over a year successfully led the one-wide specialty tile line that produced the only tile of its kind in the world. Planned and managed the line through its change to a two-wide line.Drove productivity increases on both lines through process control, communication of expectations and driving personnel accountability resulting in a year over year production increase of 7%, and scrap decrease of 22%.Efforts in safety communication, awareness, and involvement resulted in achieving record lows in recordables and no lost time injuries.Achieved world class fill-rate execution with 99.9% fill rate performance in 2004.Emphasis on quality and action plans and development of standard operating procedures resulted in the line beating claims goals by 300%.Managed the mottle line which provides raw materials for three of the other tile lines in the plant. Increased productivity to meet increased demand for line 5 as a two-wide line, and increased customer satisfaction through root cause analysis and corrective measures to improve mottle quality and delivery performance.

Provided leadership, supervision, and guidance to the G4 staff of 20 officers and senior non-commissioned officers ensuring all actions were organized, planned, coordinated and executed in a timely and professional manner that provided outstanding and on-time internal logistics throughout the Iraqi theater of operations.Led the main effort in the drawdown of theater equipment from over 70,000 pieces of equipment to less than 40,000 in 10 months, with a successful glide path to reach our goals for troop and equipment withdrawal by September 2010.Worked closely with multi-functional teams (Engineers, Comptroller, Contracting, Legal, Logisticians, Operations) to established procedures for the Sustainment Command's base closures, resulting in a documented and comprehensive process that reduced closure times by 50%.

Led a successful pilot program which became the new standard and provided mobile support teams to forward located units (customers) resulting in the saving of two weeks on redeployments and millions of dollars.Built relationships with supported units that consistently established timely support and resulted in satisfied customers and over 3,900 pieces of equipment, and over 2,000 containers processed through the port with zero frustrated cargo.

Residential Business Manager (2006 to 2009) Led a sophisticated residential tile manufacturing operation consisting of three lines, nine direct reports, and 160+ full-time and temporary employees; oversaw the production of various commodities of residential Vinyl Composite Tile (VCT) in a range of sizes, thicknesses, textures and colors. Developed and implemented a maintenance planning system to improve planning, communication, prioritization and equipment reliability. Key Achievements: Led and managed the sole North American tile operation that beveled tile and the only operation worldwide that produced commercial premium Stonetex and Arteffects tile. Built and consistently achieved budget for residential business manufacturing operations of over $125M.Commercial Business Manager (2002 to 2005) Led the manufacturing operation of commercial Vinyl Composite Tile (VCT), for a team consisting of three direct reports and 90 personnel; maintained responsibility for meeting production goals of $180 million in inventory a year, inventory control, quality control, fill rate performance, and special projects. Created quality action plans and developed standard operating procedures. Drove productivity increases on both lines through process control, communication of expectations and driving personnel accountability.Key Achievements: Led the manufacturing operations of the largest, most productive and most cost effective commercial tile line in North America, managing two commercial lines.  Achieved world class fill-rate execution with 99.9% fill rate performance in 2004. Achieved annual year-over-year production increases and scrap decreases 10% or more.

A manufacturer of refiner plates and screen cylinders for the pulp and paper industry.; Led the manufacturing operation of refiner plates, consisting of four direct reports and 80 personnel in two facilities conducting melt, mold, cast, finish, quality assurance and shipping operations. Responsible for shipments in excess of $42 million, interference management, inventory control, the shipping department, delivery performance and special projects.Led the refiner plates division, 70% of the company's revenue, to achieving its goal for shipments and EBIT in FY '01 resulting in the first bonus payout in over five years.Reduced inventory by 20% in one year developing and leading initiatives for raw, finished and overstock inventory reduction.Utilized Theory of Constraints (TOC) and was the company's interference manager while continuing to improve the process and managing operations to meet goals and objectives.Provided outstanding customer service both internally and externally through continuous feedback and communication resulting in delivery performance rising from 85% to 95% overall, new trials from 61% to 90%, and growth accounts from 80% to 100%.