Operational Excellence champion and visionary across the US Freight Forwarding business. Using Lean Six Sigma methodologies, drive continuous improvement culture and sustained business performance. Manage Transformational Initiatives in innovation, digitalization, and establishing Centers of Excellence to improve operation performance, growth, customer/employee experience, and financial performance. • In 2023, against severe economic headwinds, managed 16 highly successful transformational initiatives, resulting in year-over-year increases: Productivity 36%, Quality Index 28%, and Contribution Margin % of GP 6%.• Organized Super User Program across all products within each branch to drive standardization and improved performance.• Establishing a vendor management process to select and form strategic relationships with domestic transportation vendors. Drive higher volumes in tiered vendors to improve quality and reduce costs.

Drove operational efficiencies, significant reduction of waste, and improved customer experience through process standardization, digitalization, and KPI-focus.• Member of North America Management Board responsible for US $25M four-year P&L turnaround. • Over 2-year period boosted EBIT Operational 143% and 60% for two top products. Led key initiative with 13 projects. Improvements include designing an advanced OCR tool ($873K annual savings); Robotic Process Automation (RPA); and paperless processes. • Built continuous improvement culture, through Green Belt, Yellow Belt, and Champion Programs.• Aligned focus on customer and employee experience by pioneering Hellmann’s global Quality Customer Experience Program.

Continuous improvement consulting services covering a wide range of needs for businesses and non-profits, including Lean Six Sigma training/coaching, leadership coaching, facilitation, program/project management, and change management. • Modernized Department of Defense Agencies through digitalization of processes and systems. Allowing them to more effectively and efficiently achieve their mission to serve our Soldiers, Veterans, and their families.• Enacted policy change for digitalization of military records, eliminating paper and drastically improving efficiency.

In a fiercely competitive market, challenged with simplifying processes and improving customers' ease of doing business through a set of global strategic actions. Managed change while ensuring the business while maintaining focus on meeting objectives. • Outperformed regional 2015 profit targets by 200% through strategic projects to standardize, automate, and digitize processes. Coached top 12 NAM Leaders and liaised with Global Strategic Action Teams.• Incorporated forward-focused, action-oriented culture through a business model, with standard metrics, with enhanced information flow and teamwork.• Gained $9M annual estimated yield (profit) by spearheading a 15-minute virtual cross-functional daily huddle to identify orders to fill empty space on vessels.

Promoted to executive team reporting directly to NAM President. Chaired Process Excellence Program. Streamlined processes and relentlessly drove out waste by providing coaching and training on continuous improvement. Partnered with senior management and local teams to identify and drive cross-functional process management strategy. • From 2007-2013, achieved $124M ($35M hard savings) project benefits from certifying projects.• In three years, embedded continuous improvement culture. More than doubled percentage of staff Green Belt certificated from 5% to 13% (50% for NAM Executive Team), grew staff Black Belt certified to 1% and 31% of local work teams participated in Process Management Workshops (Kaizen Events / Lean).• In 2012, despite major offshoring, dramatically strengthened teamwork, lowered overdue annual collections by $12M, reached record high Customer Satisfaction for Invoicing, and enhanced Employee Engagement 23% through 6-month global leadership coaching pilot in Accounts Receivable. Merging Process Management and Behavioral Science.

Recruited to head CEI, one of the top 7 strategic global initiatives sponsored by the Liner Management Board (LMB), to improve both Customer Experience and Customer Service Productivity. Carefully selected and coached a highly diverse team from six countries, with experience in Customer Service, Sales, Finance, Process Excellence, Operations, and Health/Safety.• Transformed Global Customer Service organization from a volume-focused to customer relationship-oriented (CARE) model, without requiring additional headcount. • Realized an estimated $9M savings in productivity based on solutions tested in global pilots.• Improved Net Promoter Score globally by 40% in 30 months and Market Share by 1.4% (one point equivalent to $1.13B revenue).

Hired to lead complex strategic improvement projects and support the strategic planning process in NAM. Provided expertise Lead Six Sigma thinking and tools.• In two years, saved $10.7M through key strategic improvements meticulously selected from a radically different cross-business unit strategic planning process. Combined systems thinking, linkage of key improvement with processes, and training project managers in lean six sigma methodology.• Lifted Customer Satisfaction for documentation by 70%, a major pain point, through leadership of multiple project teams across both the region and global service centers. Project’s success led to launch of a Process Excellence for the entire company.• Taught Maersk Line’s first Green Belt classes. (Developed more than a hundred Green Belts.) Designed and facilitated other Six Sigma courses for Sponsors, Leaders, and Front-Line Staff.

Strengthened quality in core business processes and customer experience. Developed process improvement experts.• Expanded number of Black Belts by 30% and Belt utilization of by over 50%.• Decreased $160M in warranty cost and $20.4M in other ESG Black Belt Program Savings.

Accelerated top initiatives identified by the Enterprise Customer Segment Council and Leadership. Trained and mentored Black/Green Belts. Deployed “Leadership for Business Improvement” within CSG Management.• Mobilized Master Black Belts on a global Ease of Doing Business Program that increased customer satisfaction by 13% and cut the gap to the best in class by 50%.

Recruited to plan the integration of HP’s and Compaq’s Enterprise Systems Groups, a business with six Global Business Units (GBUs) and almost $20B in Revenue. Facilitated the strategic planning (business plans, revenue growth strategies, and cost reduction initiatives). Orchestrated tactical planning (close-day requirements and weekly team updates).• Within five months, completed Business Plans, product roadmaps, and P&Ls for the new GBU Business Leaders.

Headed implementation of Quality Leadership Teams and the Black Belt Program. Expanded certification of Black Belts worldwide. • Oversaw Black Belt teams that increased worldwide on-time shipments by 15%; decreased Order Cycle Time 30%; and reduced Defective Parts per Million by 40%. Leadership Team recognized for outstanding improvement by CEO, 2002.

AlliedSignal Safety Restraints Systems was purchased by Breed Technologies. See position description there.

• Black Belt for the team winning the AlliedSignal Automotive Premier Achievement Award for Performance, 1996. Eliminated off-line inspection and dropped total department defects by 97%. Annual savings of over $140K. Awarded Best Use of Tools for Operational Excellence Black Belt project, 1996.• Designed and implemented Green Belt Program• Coached and trained Black Belts and Green Belts

QualPro is a consulting company focusing on improving financial and quality business results. Consulted with clients from the chemical, paper, textile, and service industries; mentored managers and associates in statistical quality control methods; managed office staff; composed materials for numerous seminars. • Sample client results: reduced annual employee turnover from 30% to 3%; implemented a quality system resulting in company receiving ISO 9000 certification on first audit.• Increase overall 1990 sales by 23% and product sales more than 200%.

Assisted in instructing professionals from industry in three week courses on Design of Experiments. Taught Sophomore and Junior college-level statistics courses.