Manage production schedule of discrete projects using InforVisual

• Maintained daily OSD log while coordinating and advising on dispositions with LSNA and LUSA Customer Service• Worked with LSNA, GCC and RSC to streamline the OSD process to reduce redundancies, excess email and continue to improve response times• Performed weekly inventory comparisons and cycle counts of warehouses to resolve discrepancies• Supported production admins by adjusting work orders• Tracked floor cuts from Geodis warehouses

• Scheduled all production as well as secondary activities (QA/QC, cleans, EM, etc.) for 4 dedicated CT suites using Orchestrate & SAP, as well as a variety of ad hoc tasks while tracking the myriad details required for to stay in an FDA “inspection-ready” CDMO• Built and updated master data, new processes for tech transfers• Worked across departments to ensure schedule accuracy and manage daily changes that need to be made (eg., a delayed material shipment or equipment issue affecting operations)• Became the lead on a globally-directed project (IRP) to develop a highly granular model of suite activities with the goal of auditing current operations, developing headcount and labor/shift models, and ensuring the accuracy of budgets and cost projections• Performed a variety of SAP transactions from goods receipts to the scrapping of expired materials to ensure timely purchasing of materials and billing of customers

• Planned and managed the production schedule of the Sticks & Squares Line, producing $46M of Ghirardelli and Lindt products per year during transition to new ERP system, IBP• Rebuilt a secondary planning spreadsheet that provided a similar interface as ERP system, to minimize clerical errors and make the transitions between the two tools more efficient• Within the first three months, began leading weekly meetings with the production team to preview schedules and address potential issues• Act as a liaison and lead weekly calls with the Ghirardelli production management team to address forecast changes, line needs, etc., especially crucial during the volatility caused by the pandemic• Work closely with R&D, QA and production teams to plan line time for tests of new products, components and processes• Analyzed performance metrics, overtime needs/cost, and capacity utilizations as part of a cross-departmental team with Finance to assess the implications of moving to a three-shift production schedule• Became the go-to person in the Planning Department for a variety of ad hoc projects to clean and update back-end data for phase-in of IBP

• Worked directly with owner to design and operate brewery of an established brewing company’s new taproom• Analyzed and evaluated equipment manufacturer and vendor proposals based on company budgets• Built robust relationships with vendors and suppliers, negotiating prices and terms when possible• Managed purchase of raw materials as well as inventories of finished goods to ensure product availability• Responsible for the tracking and completion of all federal and state tax payment forms• Developed a brewery management spreadsheet that tracked all production activities, brewery yields and efficiency, as well as completing excise taxes and regulatory reports and worked with the CFO to integrate it to the company’s P & L and financial statements• Wrote SOPs for cleaning, sanitation and chemical handling• Trained staff, gave tours and facilitated community events

• Assisted Notch Brewing with preliminary plans build a pilot brewery and tap room, and assisted with tastings and promotional events• Worked with a local brewer on its start-up test batches, as well as helped diagnose and troubleshoot QA issues in the host brewer’s operations• Worked with a colleague on his business plan for a brewpub & pizza kitchen in Boston• Helped a winery with its plan to build a small on-sight brewery

• Operated the automated brewhouse for the largest production brewery in Massachusetts• Proposed a variety of measures to increase operational efficiencies, including adding workstations in each cellar, modifying CIP SOPs to save water and chemicals, and using handheld devices to address brewhouse alerts remotely• Tracked the status of beer in-process, including wort sample analysis, malt lot analysis and recipe changes

• Managed production for a brewpub with over $900,000 in beer sales while saving over $10,000/year by implementing more efficient uses of chemicals and utilities • Maintained production through two major projects, including a complete renovation of the restaurant • Trained and mentored assistant brewers in all facets of production, from brewing to preventative maintenance of equipment• Maintained production through two major capital projects while saving the company over $10,000/year through efficient management of chemicals, hot water and repairing gas system• Independently ran the restaurant’s Facebook page to engage customers, share knowledge, and address questions or concerns to nearly 2,000 followers

• Revised business plan and worked with local business development officials to begin raising investment capital for starting a craft brewery in New Bedford, Massachusetts• Began site-selection process and search for brewing equipment• Built relationship with local distributor to handle deliveries and develop targeted list of local accounts• Developed and test brewed recipes for flagship products

• Wrote marketing plan to define and refocus marketing and promotional goals• Rebuilt vendor relationships, streamlined existing recipes and managed regulatory reports • Managed production, planning, contract brewing, and QA for 2,000 barrel/year brewery• Conducted brand-building events such as tastings, in-store events and brewery tours

• Analog Devices: Proofread between 10 and 20 semiconductor datasheets per day under tight deadlines dictated by the release dates of semiconductor components• Cingular Wireless: Negotiated the dynamics of a post-merger corporate culture to develop training materials, update call center procedures and integrate existing training materials into new “Cingular” format• V. Nelson Associates: Worked directly with the president to produce training materials and technical documentation for high-tech start-up, CoreCommerce• UPS Logistics Group: Completed a $350 million proposal for Ford Motor Company to overhaul its parts distribution network, and a $150 million proposal for Xerox to streamline its small parts inventory management• Lockwood Greene Consulting: Developed Learning Guides and interactive exercises to train new Coca-Cola employees at its Ballina, Ireland facility• Crescent Communications: Wrote web content for Ketchum.com and Puerto Rico Industrial Development Company for leading high-tech PR agency• Creative Loafing: Interviewed local brewers and wrote “Beer Tug” to showcase the people behind a burgeoning market, which was published as front page story in April 26, 1997 issue of the Atlanta weekly