Operations department managementProcess management and documentationStrategy development and implementationPerformance metrics and reportingCross-functional collaborationContinuous improvement and innovation

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Head of operations, purchase planning, scheduling, and all other aspects of production operations. • Partnered with consultants and subject matter experts to elevate the accounting system to full functionality. Ensure the organization utilizes all areas of the system for maximum return on investment. • Enhance the alignment of the sales plan with inventory and purchase planning. Slashed overhead costs and improved profitability for all products. • Optimized the purchase planning process to a just-in-time model. Reduced the need for excessive warehouse space and limited the amount of inventory required on-hand by analyzing customer demand.

Strategically led production, shipping, food safety, strategic planning, and maintenance for a newly constructed facility. Explored and captured new business development and product opportunities. • Recruited, on-boarded, and trained new team members, which improved production capacity and simultaneously lowered the overall labor cost per case produced. • Planned short and long-term inventory increases by seamlessly adjusting production capacity and output. Increased the growth and stability of inventory levels.

Operations leader responsible for production, scheduling, purchase planning, food safety, and maintenance of the facility. Key player in the development of new items to meet the needs of an expanding customer base and product mix. Customers include Wakerfern, US Foods, and several smaller, regional distribution centers.Manage a direct reporting staff of 6 professionals including Production Managers, Distribution Center Manager and QC Manager. Responsible for justification of increasing staff to meet increased production capacity demands to support ever increasing sales objectives. Coordinate with Purchasing Manager to ensure raw materials are available in a Just-In-Time environment to meet short term real sales orders.Key Accomplishments/Achievements • Increased weekly through put of key product line by 50% with only 10% increase in overall cost.• Evaluated production costs for each product line, allowing for better pricing and customer retention decisions

Senior site leader, responsible for all aspects of a 1,200-team member beef harvest and fabrication facility. Reporting to the VP of Operations, responsible for execution of corporate production, sales and distribution strategies for the plant. Expanded customer base and facilitated better pricing through successful export certifications. Customers included Costco, C&S Grocers, US Foods, Sysco and Vantage Foods.Managed a direct reporting staff of 10 professionals including Harvest, Cooler and Fabrication Operations Managers, Distribution Center Manager and Safety and Plant Engineer. Indirect reports included HR Director, Food Safety Manager, Financial Controller and Industrial Engineer. Responsible for hiring staff and administering employee performance reviews.Coordinated with cattle procurement to determine the number of animals (typically 10,000 each week) as well as the types of animals that would be processed. Audited various aspects of daily production (safety, food safety, specifications and quality of product) to ensure those directly responsible for these functions were performing their tasks adequately.Worked in conjunction with the Food Safety Manager and 3rd party inspection teams to ensure all necessary food safety requirements were met. Passed all food safety audits as well as gained export certification for Japan and Korea. Directed safety, health care, and training staff in the root cause analysis of injury data to devise strategies / techniques to mitigate instances.Key Accomplishments/Achievements • Increased Harvest floor efficiency, reducing weekly labor cost variance by $30K.• Increased Fabrication floor efficiency, reducing weekly labor cost variance by $50K.• Reduced weekly Repair and Maintenance cost variance to budget by $10K.• Reduced weekly chemical usage cost variance to budget by $10K.• Successfully negotiated an extension of the labor agreement with local UFCW 1776.

President of the old company (Inc.) from October 2016 through the sale in January 2017 and retained as President of the new company (LLC) for 7 months after the sale to maintain continuity. Reported to an Executive at the finance company who actively participated in the purchase. Position was changed to VP of Special Projects, reporting to the new COO.Served as Vice President of Special Projects to further aid new ownership in managing the newly acquired business, advising on multiple aspects of the new organization. Worked with private equity investors to enact cost saving initiatives to drive the business forward.

Retained as President of old company from October 2016 through the sale in January 2017 and continued as President of the new company for 7 months after the sale to maintain continuity. Reported to an Executive at the finance company who actively participated in the purchase. Position was changed to VP of Special Projects, reporting to the new COO. Coordinated Sell Side activities with Ownership and 3rd Party strategic financial advisor, representing ownership throughout the legal procedures of the Sell Side process. Entire sales process took approximately 1 year.Negotiated on behalf of Ownership with potential interested party purchasers.Collaborated with a 3rd Party strategic financial advisor on multiple cash flow and P&L scenarios.Maintained responsibility for facility operations including production, maintenance, QC, and transportation.Focused efforts on selection of new marketing agency/strategy to drive higher sales prices by lessening need for aggressive trade promotional spend.Instrumental in the analysis and decision to restructure the business and cease pork slaughter as a means for streamlining operations and focusing on highest gross margin products.

Executive Vice President, Greenwood, SC 7/2016 – 10/2016Vice President of Operations, Greenwood, SC 10/2013 – 6/2016Coordinated with VP of Hog Procurement to manage how many hogs we would process along with the VP of Sales to ensure the production capacities of the various product lines fit the sales strategies. Responsible for the purchasing of all other items (packaging, ingredients, food safety chemicals, repair and maintenance parts). Direct reports were: Plant Mgr. (production/operations), Maintenance, Food Safety, Shipping and Purchasing Managers. Became involved in the analysis and decisions for either growing or selling the business.Key Accomplishments/Achievements• Altered production process for smoked holiday hams that allowed for better shelf life, which reduced claims by 10%, and increased production / sales capacity by 15%.• Increased throughput of bacon production by 20%, saving $4,800 weekly.• Purchased vacuum tumbling machine that allowed for shortened cycle times and greater throughput; allowing staff reduction of 2 employees.

Analyzed and vetted new and complex sales and business development opportunities. Managed bid proposals for new customers/products, including equipment, packaging, and facility modifications, as well as the generation of pro forma P&L statements. • Collaborated with Engineering, Finance, Sales, and owner to build a business plan around the investment into a facility in order to secure a product line that would allow new business with Walmart to produce frozen patties. This investment would also allow us to bid on similar items with other grocers, like Kroger. • The bid with Walmart was won and this became a profitable product line for FPL.• Proposed, bid and won fresh organ meat business with Walmart out of the harvest/fabrication plant.

Responsible for the overall planning of Cattle Purchases ($195M annual spend), Raw Materials ($140M annual spend), Purchasing ($17M annual spend) and Shipping (90M pounds shipped annually). Analyzed sales forecasts and adjusted production and purchasing schedules to meet projected demand. Created labor and packaging cost standards as well as participated in annual BRC food safety audits to maintain GFSI certification. Customers included Walmart, Kroger, various other small retailers. Forecasted demand by SKU by day, week, and month. Five direct reports including Planner/Scheduler, Purchasing, Shipping Manager, Order Entry and MRO Purchaser. Assisted in the managing of all the operations and production processes within the grind facility. Key Accomplishments/Achievements• Order pattern analysis eliminated one day of production each week, saving $20K weekly.• Switched corrugate suppliers twice over tenure at FPL, saving $250K annually each time.• Walmart switched packaging configurations, necessitating purchase of a new facility, retrofitting for new production, and purchasing new equipment. Managed the plant that was being closed as we transitioned Walmart DC’s from one packaging style to the new style in the new facility with no disruption of service. • Switched film suppliers, saving $150K annually.

oneCare was a CPG company formed by an equity partner group who purchased and combined three other companies, Evercare, Esseplast, and Changing Paradigms.Directly responsible for all activities related to plant operations and expenses, including the direct supervision of 7 management employees. Led the team responsible for consolidating two facilities into one, which entailed negotiations with local and state economic development authorities to secure funding to expand an existing facility and close another. Primary customers were Target and Walmart. Responsible for a P & L of $70M annual revenue Seven direct reports including staff from Operations, Accounting, Purchasing, Engineering, Warehouse, Transportation and Customer Service.Key Accomplishments/Achievements• Reduced existing inventory from $10M in Oct 07 to $6M in Apr 09 while maintaining customer service levels.• Key member of the implementation of SAP for US operations from Aug 08 to Apr 09.• Consolidation of facilities, saving $5M annually.• Transition to less expensive raw material (tape), saving $150K annually.

Developed budgetary needs and financial justification for building a new facility. Supervised and participated in creation of daily / weekly / monthly P & L’s. Developed weekly/monthly/yearly budgetary projections. Specialized in analysis of historical information to discover opportunities for cost reduction/revenue creation. Created custom applications to streamline manual processes, making reporting more accurate and timelier. Six direct reports.

Coresix Precision Glass, Inc. is a full function glass fabrication company dedicated to providing on-time delivery of the highest quality glass products at the most economical cost in the market. Annual revenues of $ 5M Coresix produced glass substrates/wafers that were sold to the semi-conductor industry.Analyzed forecasted sales volume and modified raw material purchases, production plans, and staffing needs. Sourced and purchased raw material for each SKU.

• Supervised Cost Accounting, Payroll, and Accounts Payable with 6 direct reports. • Managed weekly completion and accuracy of meat cost reports, verifying perpetual vs. actual inventory, and preparation of weekly P&L. • Assisted in the creation of an annual fixed expenses budget of approx. $4M.

• Supervised Cost Accounting and Industrial Engineering, a total of 4 employees.• Directly responsible for weekly completion and accuracy of meat cost reports, verifying perpetual vs. actual inventory, and preparation of weekly P&L.• Produced monthly supply variance reports.

• Completed monthly supply variance and supply cost standard reports.• Special cost analysis projects as needed.• Changed cutting spec that generated $1M of additional revenue annually.