Execution of supply chain improvement and network optimization initiatives in collaboration with private equity clients and their portfolio companies, helping them achieve their growth targets. My project work spans a variety of areas, including network optimization, sales inventory and operations planning (SIOP), warehouse optimization, and facility design/development.- Led a facility consolidation project for a client, to streamline multiple operations within one facility. Project responsibilities included: site design, RFP submissions, developer interviews, budget analysis and facility upfit projects- Implemented a comprehensive food safety program that enabled a client to successfully pass their SQF audit in their newly developed facility- Conducted an in-depth inventory and capacity/network analysis for a market leader in the home & garden sector, identifying key areas to alleviate growth barriers and improve overall cash flow- Streamlined the shipping structure and operations for a top wet wipe manufacturer, achieving a 376% increase in throughput within a four-month period

• Responsible for developing a multi-department reliability strategy to increase site shipping throughput and ensure a high level of service to our sales partners • Direct management of 20+ engineers and mechanics with responsibility to $130M of automated warehousing and shipping equipment• Responsible for the site's annual warehouse capital spend and project execution

• Cross functional department leader within the Charlotte site, responsible for daily production planning and site financial controls• Led the raw material procurement team through COVID related supply chain constraints to a record year of 132M pounds produced• Directly managed the manufacturing site’s $69M annual operating budget to reduce cost per pound produced• Developed the site’s staffing strategy through the largest growth period in Frito-Lay history providing the team with 300+ team members at all levels• Tailored the implementation of the company’s national growth plan at the site level to guide the team to a #1 company ranking through 2022• Facilitated the development of site productivity initiatives and achieved YOY financial targets• Forecasted key performance metrics monthly to the Frito-Lay North American President and Senior VPs

• Developed six team supervisors to manage 60+ warehouse team members in a fast-paced 24/7 environment• Achieved the highest shipping throughput in site history by removing shipping bottlenecks through product flow analysis utilizing the site’s inventory control system • Implemented $1M in shipping projects resulting in sustained throughput increases• Safely implemented a fleet upgrade of 26 electric stand-up forklifts from propane powered sit-down forklifts to increase productivity and reduce carbon footprint

• Implemented two shipping throughput projects totaling $600K in annual revenue improvements• Managed $2.2M of pallet storage racking installation projects• Installed and optimized PepsiCo pilot ecommerce shipping system as site project lead• Achieved 58% YOY improvement in warehouse equipment faults as site point• Managed department parts/labor budgets and led weekly alignment meetings• Collaborated with HQ engineering to implement preventative maintenance best practices• Developed mechanics through vendor trainings with Fanuc, Combi, Pearson, Dematic and FL Controls

• Developed and led a team of +40 direct and +10 in-direct employees to deliver short and long-term business results• Implemented process changes to achieve Food Safety Modernization Act compliance• Managed a Quality Food Systems Control program to deliver quality product to a variety of consumers • Worked on a systems analysis team to identify and improve process bottlenecks• Directed daily/weekly team meetings to review key performance metrics and develop action plans for improvement

• Designed and co-launched eight modular manufacturing lines utilizing AutoCAD for optimal layout design• Developed work instructions, error-proofing instructions and poka-yoke designs• Introduced and improved lean production methods such as: SMED, Kanban, total productive maintenance and 5S• Led process improvement projects to reduce takt time, scrap dollars per fuel tank and line inefficiency• Implemented forklift-free safety initiative plant wide