Responsible for multi site plant operations and all supply chain functions (supply planning, purchasing, customer service, quality, engineering, safety, distribution and transportation)

Plant manager for 440,000 sf, 350 person unionized operation that roasted and packed over 600M pounds of coffee annually.Drove KPI index: Achieved zero injuries, 15% consumer comment reduction, 88% Operational efficiency, reduced operating expense by $0.10/unit including a 3% volume loss through staffing and operating strategy adjustments, 99.5% case fill rates, $20M Finished goods inventory reduction.Led Coffee SBA strategy development on leadership developmentOperations leader for company High Performance Organization (HPO) task forceLeader for phase 2 SQMS (PR+HPWS+TPM) company task forceSubject matter expert on operational philosophy, start up management, and leadership development

Plant manager at 240,000 sf, 240 person, unionized operation that roasted and packed over 100M pounds of coffee annually.Stabilized the operation after significant capital investment by developing leadership capability, implementing site/function/department result reviews & audits, forming strategies/plans, and creating department/team scorecard metrics.All KPI's indexed.BRC AA ratedOperations lead on supply chain study/consolidation2015 Union Contract preparation & supportDeveloped Pride & Passion team

Managed a 225 person, unionized operation that roasted and packaged over 500M pounds of coffee annually.KPI results achieved were benchmark in the company.Qualified in the Toyota Production Systems: Visual workplace, standardize work/Quick changeover, Level production & problem solvingOperations lead on supply chain consolidationChampioned the start of the community service program

Led operational recovery and resuming production of Roast & Ground Coffee after Hurricane Katrina.Led the implementation of the Integrated Work System (PR+HWPS+TPM) across two plants. This included internal and external benchmarking, strategy development, and executional coaching/developing of all campus managers and technicians.

Manged a team of 115 unionized technicians responsible for receiving of material, filling/sealing of cans, secondary packaging, and loading of finished product trucks. This time period included the conversion from metal cans to HDPE cans.Introduced and implemented pay & progression changes across packing, raising the standard of performanceDeveloped tea ownership and scorecards, managed team skill matrix, and training plans, Continued personal growth in TPM mastery.

Led a team of 55 unionized technicians responsible for secondary packaging which included capping, case packing, palletizing of all products made in the plant.This assignment, I had dual roles (department manager and consolidation start up leader) representing a $12M capital project, which encompassed line rate increases, relocation of the department to a different building all while maintaining production capability. All success measures of the project were delivered.Introduced and implemented HPO team concepts focused on leadership development including pay & progression changes.

Led a team of 35 technicians operating across 4 shifts to deliver Juice Division benchmark KPI's. Zero injuries, Zero quality incidents, running efficiency increased by 9%, overpack and unit cost decreased by 15% & 4% respectively. these results were achieved through TPM methodology implementation.Learned and implemented Reliability Engineering methodology (loss trees, LEDS, FMECA, GSUM, etc) to achieve vertical start up's on project conversions.

Led a team of 3 planners, 4 warehouse drivers, and one material quality technician responsible for the receipt, quality, and storage of incoming materials.Established relationships with critical suppliers and created Site Level Execution Agreements (SLEA's) which included quality, delivery, transportation and response to issues expectations.

Led a team of 5 lab QA technicians that included responsibility for 4 packing lines--2 Combibloc, one large size plastic/glass, and one metal can line. This included micro testing.Responsible for implementing the 19 QA Key Element program. Improved score from 25 to 89%Implemented overall Total Quality Philosophy (technicians taking their own quality checks vs only by the lab) across the plant.Implemented statistical capability (jump software) to help drive out variation.Led the materials conversion from glass to PET and HDPE. This included qualification and equipment capability testing.

Led two shift teams (30 technicians total) responsible for the extraction of juice solids, pulp recovery, and throughput.Instituted an orange sizing program that increased extraction efficiency by 2%Assignment was short due to P&G exiting the 100% juice business.

Led a team of 15 technicians responsible for the receiving, sampling, cleaning, and blending of incoming fruit in preparation for extractions.Participated in TPM workshops and leveraged these tools to increase overall OE and reduce maintenance costs.