Resource Planning & Supply Chain leader for Andersen Corporation’s ~$400 million- dollar vinyl window and door division. • Built the tools and established the divisional resource planning platform across 4 manufacturing facilities. • Developed a weekly forecast for each product line that serves as the complexes/lines demand signal to set production output goals and target headcount. • Created line playbooks and balanced manufacturing lines yielding a +$350,000 savings in over-time spend. • Reinvented the division’s Physical Inventory process resulting in a ~$50k+ annual savings. Created standard work leading to the reduction of 8 hours in time and ~200 EE required to complete the PI. • Led, directed, and participate in numerous continuous improvement activities (Kaizen Events, etc.) to accomplish plant business goals and objectives in terms of safety, quality, delivery (customer service), and cost. • Utilizing lean thinking and PDCA CI/CA methodology in the North Brunswick facility, the Complete & On Time KPI (98.5%) was achieved for 2 consecutive years. • Led a Kaizen event in the fall of 2015 that resulted in a 15-day reduction in lead-time on Silver Line's Bronze window assortment.

Directed the daily planning operations for the SOHO based design studio specializing in home furnishings, baby & kid’s products, home décor, furniture, and bedding. • Created a data mart used to generate daily, weekly and period sales reporting as well as forecasting and financial reporting. • Conducted a SKU rationalization reducing inventory carrying cost by $600k dollars. • Implemented an inventory management tool used to calculate target inventory levels that reduced the FG inventory footprint by 30% at our 3PL warehouse.

Operate as the company leader in supply chain, manufacturing, forecasting, purchasing, and planning for a memory foam manufacturer generating ~$500 million dollars in OEM and Retail sales contributing ~$45 million dollars of EBITDA.Successfully co-led a cross-functional team of IT staff and functional managers through the integration of EDI, Shop Floor, Purchasing, and Inventory Control transaction into the JD Edwards Operation System.Slashed Premium Air Freight expense in 2010 by $1mm, 67% favorable to prior year. On pace in 2012 to spend ~$200K (60% less than 2011).Implemented a KAN BAN system stabilizing inventory availability for the top OEM customer while decreasing the sales lead-time by 3 days to 48hours. Thus repairing customer confidence while removing demand variability resulting in longer batches and higher yields.Negotiated supplier agreements for printed packaging purchases, including changes to supplier mix in order to lower cost and days of inventory on hand.Reduced textile vendor lead-time by 6-8 weeks by providing a proven forecast (80% accuracy on Top 30 SKUs responsible for 60% of revenue) increasing vendor confidence allowing them to procure greige goods in advance.

Responsible for the forecasting, allocation, replenishment and distribution of all crystal and china giftware product to all channels of trade generating $85 million in revenue.Built and maintained bottom up SKU level forecast for over 12,000 itemsAnalyze sales data, market trends, competitive intelligence and other key inputs to ensure product availability while maximizing inventory turns.Collaborate with the Crystal and China Giftware Brand team to develop sales plans and merchandise assortments to increase market share.Engaged in monthly planning meetings with major accounts (i.e. Macy’s and Bed, Bath & Beyond) to analyze sales and trends to efficiently allocate their open to buy dollars.