Michael Wronski Email & Phone Number

Greater Seattle Area

Greater Seattle Area

Chicago, Il

Program Manager for the Outdoor and Recreation division for Aerobed, bubba, Coleman and Contigo brands. - Managed 17 NPD projects over 8 product lines, avg $6.6M incremental revenue, length between 4 - 13 months- Topline revenue of projects ranged between $4M - $33M- 100% of projects delivered on time, under budget, 95% of projects hit operating margin agreed at contract- Trained O&R Supply Chain Org (40+ associates) on stage gate process, supply chain project expectations- Received PMO Director's Top Performer award along with peer recognition award- Met with project stakeholders weekly to assess progress and make adjustments- Identified and escalated scope shift and risk mitigation options to CDO when immediate decisions were required- Trained 3 new employees transitioning into O&R Division

Chicago, Il (Ignite Usa)

Leader of Class B and C NPD projects and expansion tool projects initially for beverageware. Moved onto manage Class A projects 3 months into role. - Managed 26 NPD projects across 4 beverage brands, avg. $3M incremental revenue, lasting 6-10 months- Topline revenue of projects ranged between $4M and $11M, 92% projects delivered on time, in full- Co-led Change Management Team of Ignite USA organization into Newell's NPD Gate Keeping Management Process- Developed expansion tooling process and dashboard for managing expansion tooling projects, reducing lead times by 25% and preventing double ordering- Planned, created, tested, and deployed Schedule of- Authority system for approving capitalized and expensed tooling- Led monthly cross-functional leadership meetings discussing project updates, issues and risks- Tracked and maintained CAPEX budget expenditures for NPD and Expansion Tooling projects

- Managed purchasing for 20+ customers across 13 suppliers- Maintained 95% in-stock or higher on all skus- Led supply chain portion of NPD projects, escalating supply chain or manufacturing risks- Worked in SAP enterprise system releasing Direct Import orders- Mitigated production and shipment risks with suppliers- Presented supply chain issues, risks to leadership in weekly mtgs- Reviewed and approved outgoing shipment inspection reports

Itasca, Il

- Managed 19 product areas across 26 suppliers, including packaging and promotional aspects ($17M in revenue)- Managed supply chain integration of Optrix acquisition, supplier, product and brand transition- Coordinated global launch of Optrix as main supply chain contact between 6 subsidiaries and suppliers- Planned orders & production floor schedule of 0.5M units for iPhone 6 launch (90% on time delivery; $2M in revenue)- Coordinated inventory consolidation and shipping to new warehouse for divested business, NEATO- Traveled to China to build supplier relationships, review processes and evaluate product quality concerns- Led negotiations with foreign and domestic suppliers resulting in $0.1M annualized savings.

Itasca, Il

- Managed 6 product areas with 13 domestic and international suppliers ($26M in annual revenue)- Increased product line inventory turns by 29% year over year, exceeded target by 5%- Completed 3 supplier product transitions ahead of schedule without disruption to service levels- Analyzed inventory patterns and reduced monthly avg inventory by $0.1M

-Manage 4 divisions with average monthly sales of $5.35 million-Consolidated information for product resets from 8 sources into 1 excel sheet -Analysis and product finalization completed 1 month ahead of schedule-Allocated $15.48 million worth of product across two divisions and 883 stores in product reset -Collaborated with merchant team, logistics team, and 11 separate vendors

-Managed 2 divisions with average monthly sales of $1.81 million-Minimized import contracts requiring deconsolidation -Increased margin per by 7%-20% and decreased lead times by 3-7 days-Collaborated with import team in Hong Kong to write purchase order contracts

Built a receipt tracking template for implementation across the Ready-to-Wear Division. It reduced actualization time of prior receipt tracking template by 1-2 hours and increased anticipated landing time accuracy +/- 3 days (Up from +/- 1 week). I presented the automated template to Director of Apparel as well as VPs and later introduced to the rest of the Apparel divisions.

B.S. In Management, International Business And Economics

Activities and Societies: Crew Team Member, Featured in Krannert Magazine Spring 2008 for winning business proposal

German Minor, Germanic Studies, Business In Germany

Activities and Societies: Purdue Management Study Abroad Program, Business in Germany, German Philosophy, German Literature, Sports.