Opened first Press Waffle Co. location in Southeast. Two-year business development process including: financial modeling, real estate analytics, lease negotiation, project management, marketing, design, staff build out, and operations. Results are exceeding expectations and in a transition period to semi-passive investment stage.

Responsible for global strategy development, operational optimization, and profitability management of multi-mineral portfolio. Work with global team to ensure alignment with supply, demand, and pricing.

Responsible for North American Operations finance. Charged with streamlining processes across all plants, increasing controls, & finding opportunities for profitability. In 2018 exceeded budget targets. One focus was creating a logistics weekly scorecard. This was implemented to track optimization by mode to be able to react to actionables in a timely manner avoiding costs such as storage and demurrage. Drove plant controller staff to improve content of reporting and analysis.

Was brought on to “clean up” the inventory, vendor maintenance, and receivables processes for WFS division. I was able to determine the control gaps that were driving three years of unreconciled inventory in transit balances and outstanding receivables. Worked with operations, made site visits, and coached a staff of five accountants in order to realign balances and initiate new practices. As a result of this research, determined that there were operational gaps. Worked with IT to develop a proprietary mobile app to correct the process. As Project Manager I worked with various business functions to get “buy in” and managed the work of internal IT and external programmers. Also developed training for external and internal users.

Hired when the plant was not profitable and had endured many changes in leadership. Along with new Plant Manager, worked quickly to address cultural and performance issues at daily management meetings. I developed a daily reporting tool to identify machine performance vs. targets. This was used to hold operators and managers accountable. Another issue I quickly identified was the increase in waste %. I pulled together a cross functional team to pin point the drivers, develop priorities, and drive change. The team achieved a 4% reduction in three months totaling $90K in savings. Even though significant improvements were made cutting costs, there was a strategic decision made to close facility. I was offered a role in Atlanta at that time, but not able to relocate. Was told by Regional Controller that I was the new model for hiring and developing Site Controllers.

Supported a business unit within global company. Developed P&L and all other management reporting after conversion to SAP. Instituted inventory analysis and controls such as: Days on Hand Metrics and Cycle Counts. Responsible for setting Standard Costs and Finished Goods pricing.

Provided consolidated reporting to Pepsi for Tropicana Supply Chain Org ($320M). Led budget and forecast by location working with 5+ analysts to meet targets. Worked with strategic planning on special projects including the acquisition of Naked Juice. As a result of business and system knowledge, was selected as SAP power user during two-year implementation. After go-live, took initiative to develop weekly report that identified and quantified key metrics for the Logistics group such as: Truck Weight, Railcar Utilization, Backhaul %. Received an innovation award from the VP of Pepsi Transportation and the report was implemented company wide.

Purchased a national franchise which eventually sold for 250% ROI. Established budget, procured financing, and built costing model for business. Managed the activities of a bookkeeper and multiple contract labor employees. Sold appx. $300K/year with a 50% margin. Was consistently a part of the company’s Top 10 in Sales and had work featured nationally. Through the experience learned what entrepreneurship entails.

Started as an Inventory Analyst and was promoted to Sr. Analyst within six months. Prepared and analyzed budgets for 500 stores with $3B in revenue. Analyzed Gross Margin across product lines working with Operations to determine Product Mix. Implemented cost control initiatives resulting in $1.2M of savings. Participated in due diligence phase of divestiture from JC Penny to Walgreens. Corporate office was closed.

Supported Project Manager on multi-year projects. Prepared monthly variance analysis for $45M in government contracts. Continually reviewed project for risk areas and budget concerns. Compiled and analyzed data for RFA’s using NPV and EV.