Mark O'Bryan Email & Phone Number

St Louis, Missouri, Us

Responsible for Global Supply Chain & Operations of $1B Rigid Packaging Value Added Distributor.

St Louis, Missouri, Us

Lead 200+ global operations and supply chain team for $1B value-added distributor of rigid packaging solutions.

Norcross, Ga, Us

Promoted to 7-member executive committee and charged with spearheading $525 million strategic cost initiatives. Assumed additional CIO responsibility, providing executive leadership for a 360-person IT organization. Led the organization through a major SAP rollout while also steering bankruptcy and emergence from bankruptcy culminating in $5 billion sale of company in May 2011. CONTRIBUTIONS SNAPSHOT: Masterminded design and spearheaded execution of capital spending and cost reduction plan that completely transformed the $4.5 billion container division, reducing number of converting plants from 150 to 105, investing 100s of millions of dollars in capital improvements, and delivering more than $0.5 billion in run rate savings. Converted 7 legacy order-to-cash systems into a single SAP system, a highly successful transformation project that was featured in SAP Magazine. Lowered IT costs as a percent of revenue to world class levels at 0.8%.* Presented to and won support of buy and sell-side analysts, then championed plan that invested $400+ million capital, closed 25% of plants, and delivered $525+ million run rate savings.* Achieved $243 million in cost reductions during 2006 alone, $527 million by the end of 3rd year, and kept all initiative-associated projects on target by setting up PMO that worked cross-functionally with business leaders.* Redirected IT on a strategy of legacy cost reduction. Orchestrated $130 million investment in strategic initiatives focused on aggressive SG&A cost reduction and business process transformation.* Delivered $37 million reduction in first 2 years with additional $50 million savings forecast for 2011, through incremental BPT improvements spanning finance, IT, HR, and customer service. * Slashed $17 million in net legacy application costs over 3 years, a 21% reduction, all while retaining 100% of IT talent.* Centralized IT, enabling 10% reduction in headcount. Drove $10.7 million (12%) decrease in IT spending.

Norcross, Ga, Us

Norcross, Ga, Us

Handpicked and promoted by CEO to lead the charge in driving strategic productivity and working capital improvement initiatives across a $1.2 billion, 43-plant Consumer Packaging division. Assembled and led an 8-person team in plant throughput and cost improvements by eliminating bottlenecks and applying lean manufacturing principles. EBITDA INCREASES* Increased production productivity $13 million year over year, contributing significantly to 12% EBITDA improvement.STREAMLINING* Drove down fixed costs $3 million through plant consolidation.REVENUE GROWTH* Added $10 million in revenue through a win-win, value-added strategy that integrated company's technology with customer requirements.

Recruited during period of company change and transition to create from scratch a corporate strategic sourcing organization to serve the integrated organization resulting from $8 billion merger of Jefferson Smurfit and Stone Container. Created sourcing strategy and organizational design. Implemented global eProcurement system.ORGANIZATION DEVELOPMENT* Sourced talent and built 40-person organization with charge to drive $120 million in synergy savings through standardized processes/ tools and purchasing that integrated more closely with multiple divisions and across all major spend categories.COST SAVINGS* Generated $145 million savings in 4 years through price reductions on repetitive buys.

Built global, 40-person supply chain organization that supported organizational growth from $2 billion to $5 billion. Identified early on as a high-potential leader, entering GE's acclaimed management training program then joining the corporate audit staff, proving over the course of 13 audits an uncommonly strong ability to deliver rapid results around various initiatives. Advanced quickly over the next 7 years, taking on a series of progressive leadership roles.CONTRIBUTIONS SNAPSHOT: Had lasting impact on GE through leadership in jumpstarting, across 4 business lines (including an Italian acquisition and international assignment), Jack Welch's cutting-edge sourcing and supply chain initiatives to drive higher corporate profits. Recruited directly by Jeff Immelt for a critical sourcing leadership position in GE Plastics, ultimately returning to work on the leadership team that more than doubled the services side of the Aircraft Engines business, adding $3 billion in revenue for a total $5 billion in 2 years.

Riyadh, Sa

Managed 30-person team in $1.7 billion raw materials and indirect purchasing spend to support $3 billion business.

Working from Italy, implemented initiatives at newly acquired $1.2 billion industrial equipment manufacturer.

Consolidated all GE Power Systems indirect sourcing organizations.

Boston, Ma, Us

Conducted in-depth financial, business/manufacturing process, acquisition, and disposition audits.

Boston, Ma, Us

Ms, Mechanical Engineering

Bme, Mechanical Engineering