Responsible for the safe, compliant and cost effective operation of five production and nine distribution facilities through the Northeast. Capabilities include annual production and distribution of over 100,000 tons of premium packed ice. Tasks include coordination of production scheduling, supply chain management, inventory control, customer service, customer acquisitions, M&A, employee hiring and development and the efficient communication with a dozen independent distributors of Arctic Glacier Premium Ice.

Trained Divisional, Regional and Local teams in "Lean Manufacturing" concepts. Conducted various Kaizen events throughout the enterprise in order to reduce waste, downtime and costs and improve product quality, plant efficiency and employee engagement. Led additional cost savings initiatives throughout more than forty production facilities within the United States and Canada. Acted as interim plant manager for 240 ton production facility.

Collaborated with client to implement cost effective process and product improvements while working with leadership to further develop local talent. Assisted with start-up and commissioning of state of the art food production facility while acting as liaison between the client and their largest customer. Acted as project manager for five additional production facilities with goal of driving efficiency and on time completion of a wide range of CI initiatives, prevenative maintenance tasks and cost savings activities.

Coordinated the rapid improvement of the New Jersey operation. Implemented a leadership-driven initiative to revitalize the converting operation, resulting in a sustained 11% improvement in converting throughput. Chaired an initiative to eliminate unprofitable SKUs and customers. Received enterprise buy-in to phase out 49% of existing SKUs and $1,200,000 in associated SG&A costs.

Led the facility to zero OSHA incident rate. Held full P&L responsibility for 120 employee fully integrated pulp & paper mill. Implemented a lean culture of SOPs, centerlines and standardized operating methods (including SMED and 5s) to ensure safe work practices, environmental compliance, consistent operations and quality and better-than-budgeted costs. Exceeded EBITDA budget for last eight months of 2014 and Improved 2015 Q1 EBITDA by 50% over Q1 2014.

Implemented a systematic and results-oriented process to drive and embed cultural business change in continuous cost, throughput and quality improvement. Identified $11,200,000 in cost savings and efficiency improvements during initial diagnostic phase. Achieved run rate in excess of $4,000,000 in sustainable cost savings after first year of implementation. Led the NJ and VT facilities through successful Green Seal certification process.

Assumed responsibility for significantly underperforming assets. Re-implemented previously proved SOPs, centerlines and checklists, improving production across two high-speed paper machines by over 20%.

Developed companywide "Stage Gate" process for new product development and changes to existing SKUs. Created bill of material and routing process for accurate costing of private label bids. Paired private label customer requirements with current capacities and capabilities and implemented creative solutions to bridge gaps. Launched sustainable parent roll sales in excess of $1,300,000 per month. Once established, transitioned parent roll sales responsibility to dedicated sales person.

Sponsored the sustained implementation of basic lean principles and concepts, 5s, SMED, Poka Yoke, Visual Factory, to the enterprise. Formalized the financial and technical justification to permanently shut down aging paper machine.

Oversaw the safe and efficiency operation of a 24-line converting operation. Improved departmental OEE by 33% by fostering a culture of standardized operations with the use of SOPs, checklists and operator-driven quality and accountability. Reduced rejects by 50%. Empowered management team and hourly workforce to become decision-makers.