Mark Johnson Email & Phone Number

Austin, Texas, Us

As fractional COO I support the founders in coaching their next generation of leaders to drive operational improvement, reduce costs, improve customer service, increase agility and reduce risk.

Supporting the Sales & Operations teams on their journey to improve S&OP, processes and technology.

As companies grow and evolve, they need different things operationally to be successful. Too much structure for a small business is as constraining as too little. We specialize in helping closely held businesses take that next step operationally, and right size the processes, tools, technology and training to help your team grow their operational leadership capabilities at the right pace to unleash your potential and unlock your growth. - Fractional COO Services - Implementing "Next Practices" at closely held SMBs - Temporary Program Leadership

La Conner, Washington, Us

GLDN is more than personal, quality jewelry.We believe in being good as well as looking good. Because great style isn’t enough anymore. Our customers deserve pieces with a good soul...pieces they can be proud to wear. We’re here to make our customers and their loved ones jewelry that’s unique to them and their stories. Every order is personal and crafted by our hands specifically for every customer. We are striving to perfect mass customization at speed.

La Conner, Washington, Us

Seattle, Wa, Us

Private equity-owned, direct-to-consumer skincare brand selling across North America, Europe and Asia since 1995.Reporting to the CEO and part of the executive leadership team. Responsible for leading operations, end-to-end supply chain, quality, regulatory, customer service, education and wholesale channel sales.Architected 90-day plan to assess team, their processes and supporting technologies and implement improvements in support of our leadership team’s 3-year strategic growth vision. Professionalized strategic supplier management to accelerate agility and responsiveness, doubling inventory turns, reducing lead times and eliminating low performing suppliers.Initiated and led a lean Kaizen “speed-to-market” process that identified targeted reductions of new product development cycle times from 24 to 6 months. Successfully led negotiations with contract manufacturing partners to shorten lead times of upstream ingredients and components.Developed and implemented new logistics strategy that reduced international outbound logistics costs by 30%, cost optimized company owned fulfillment center by 15% and renegotiated 3PL contracts to reduce costs and significantly improve customer delivery service levels.Drove the implementation of good manufacturing practices across the supplier base to assure regulatory compliance and reduce consumer quality complaint instances by 60%.Restructured customer care organization and changed the culture to drive a “customer first” mindset and better expose actionable voice of the customer insights to the right members of the senior leadership team.

New York, Ny, Us

Supporting global 1000 enterprise clients transform and optimize their operations and implement new processes, technology and organizational designs.Alvarez & Marsal (A&M) is a global professional services firm specializing in turnaround and interim management, performance improvement and business advisory services. Example Clients and Engagements:Mid-Size, Vertically Integrated Premium Coffee Company - Supply Chain Transformation Led the analysis of “as is” organizational structure, processes, technology tools, metrics and reports. Designed future-state organization, created prioritized list of process and technology improvements and implemented quick wins. Drove multiple cost saving work streams from manufacturing and logistics, indirect procurement, through retail store operations optimization.Fortune 50 Technology Company - Global Procurement Metrics and Reporting Design Provided direction and guidance on implementing customer-facing metrics to drive action and accountability while improving customer service and reputation. Defined strategy for balanced scorecard approach, gaining buy-in from highly distributed stakeholders. Created and implemented pilot dashboard with definition of all metrics and road map to full implementation.Large West Coast Branch of a National Automobile Club - Program Management/Change Leadership Architected the transition program - including financial oversight and change management - for the elimination of a shared services organization and the migration of three lines of business to new outsourced service providers and technology platforms across 5 independent automobile club subsidiaries. Delivered program dashboards that kept leadership engaged and drove action against critical risks and priorities, while bringing structure and clarity into a complex decision-making environment.

New York, Ny, Us

Seattle, Wa, Us

Co-led the largest global business systems process transformation project in company history with a $300M budget, 300+ member core team and 500+ member matrix project teams which transformed the business, enabling sustainable growth and delivering financial benefits in excess of $500M.Defined long term strategic vision for procure-to-pay (PTP) end-to-end process area; successfully gained executive buy-in and alignment; led cross-functional team ensuring delivery of optimal transformational benefits within budgetary constraints.Leveraged procurement strategic diagnostic effort and designed business intelligence reporting approach which provided spend visibility and enabled more than $100M savings over five years.Led business deployment for North America, EMEA and Asia Pacific implementing organizational change management and communication approaches which resonated with leadership, achieving executive buy-in, business engagement and readiness for go-live.

Seattle, Wa, Us

As part of the regional leadership team, I led regional supply chain and procurement teams supporting the construction and operation of over 1,000 stores throughout Europe, Middle East and Africa. Provided regional supply chain governance to 12 Joint Venture licensed and owned market business units enabling 35% growth per year.Provided oversight and guidance which drove optimization of supply chain performance of JV business partners via Quarterly Business Reviews, functional consulting, people development and regional supply chain forums accelerating the country level business unit profitability roadmap.Developed strategic plans and annual operating plans for regional supply chain cost center. Drove unit distribution cost reductions of over $1M per year and procurement savings in excess of $5M.Designed and implemented new organizational structure for regional supply chain which enabled scalable growth, collapsing three organizations into one and leveraging centralized shared services approach in combination with customer facing teams.

Seattle, Wa, Us

Led integrated supply chain team which provided procurement, logistics, transportation, and customer service support across EMEA and Latin America. Led cross-functional regional sourcing projects that delivered cost improved regional supply with improved service levels and cycle times while maintaining quality and brand standards.