Resolute Procurement Group (RPG) is a results-oriented consulting firm focused on margin expansion through our Procurement and Supply Chain expertise. RPG has a solution for every Profitability and Supply Chain need, including the acceleration of savings through a full-scale competitive global sourcing event, improving Working Capital through inventory optimization or payment term solutions, aiding organizations in their first foray into Low Cost Country Sourcing, M&A acquisition integration, transformation of your Supply Chain department, implementation of an S&OP process or Advanced Planning System, or an increased interest in ESG and Risk Management.Joshua is the Managing Director and Board Member for Resolute Procurement Group. Joshua assists with company strategy to ensure long-term profitability, growth, and the success of RPG’s clients. He brings over 20 years of industry experience and has worked for Fortune 500 companies as well as Private Equity portfolio companies. These include Morgan Stanley, Emerson, Dover, Crane, Open Gate Capital, and Serta Simmons Bedding.At Open Gate Capital, Joshua was the Chief Supply Chain Officer and drove operating margin EBITDA improvements, established a Procurement process and S&OP program, introduced the company to Global Sourcing, and led the Inventory Management and Working Capital initiatives. This culminated in a lucrative Private Equity sales transaction. Most recently, Joshua was the Supply Chain and S&OP leader at Serta Simmons Bedding, playing a major role in the company’s transition out of Chapter 11 bankruptcy and into a more balanced ownership position with new Private Equity owners.

Private equity investor throughout the United States. Investments cover small businesses and real estate.

Part of a group of 500 global traders focused on pre-market, triple and quadruple witching equity trading. Million Dollar Club member (2021), Best Trade 2021 (TRIL long 2,581%), Best Trade 2022 - Honorable Mentions (SNAP, VZ, SATX, MBC, PTN)

Supply Chain and Sales and Operations Planning leader for a private equity owned business and market leader. This company makes the best mattresses in the world.Led the Demand Planning, Supply Planning, and Production & Delivery Planning teams while working closely with Sourcing / Procurement, Customer Supply Chain (CPFR), Strategy, Sales, Finance, IT and Operations.Metrics included On Time In Full (OTIF), Production Lead Time, Forecast Accuracy, Raw Material Turnover, and Finished Goods Days On Hand.Program Leader for the new Advanced Planning System.

Private Equity position that led to a successful company sale. EBITDA and Working Capital expectations were exceeded and the executive team departed in June 2021. The focus was to improve and enhance the organization and its operating margins. This included P&L management through enhancing performance across sales, productivity, cash management, and customer service. Key strategic initiatives covered COVID-19 downturn management, a comprehensive review of the Sales strategy, supplier and logistics management, innovation through alternate materials, inflation management, global sourcing, implementing a SIOP program, improving production yields and labor efficiency, and creating a culture revolving around Safety, Quality, Delivery, and Cost.ENERGI Fenestration Solutions was a part of Open Gate Capital and was sold to the Vision Group, owned by Vic De Zen. Together they are the leading manufacturer of window extrusion and patio doors in North America.

Managed the ultimate complexity in the global valve and pipe industry. The product portfolio consisted of seven global businesses offering Engineer-to-Order and Configure-to-Order business models spanning thousands of SKUs. Their supply base was primarily located in Low Cost Regions such as China, India, Mexico, and Eastern Europe; adding to the complexity with long lead-times and Crane's demands of meeting their low volume and high mix solution offering. Total managed suppliers surpassed 1,000 with annual spend of $300 million. Managerial responsibility included 85 Supply Chain employees made up of Commodity Managers and Directors, a Sales & Operations Planning team, Buyers and Corporate Supply Chain Analysts; all dedicated to advancing the global Supply Chain organization. Main initiatives included Productivity cost savings, Supply Risk mitigation planning, SIOP, Inventory Turnover improvement, and executing New Product Development and Value Add / Value Engineering programs.Crane designs and manufactures highly engineered products including check valves, sleeved plug valves, lined valves, butterfly valves, and much more. Their brand equity is strong and includes Xomox, Krombach, Resistoflex, Saunders, Stockham, and many more covering 20 global locations.

Won the account for the largest oil producer in the Middle East, Saudi Aramco. International business experience covered China, Taiwan, Australia, India, Russia, Oman, Eastern and Western Europe, Canada, Mexico, and Latin America. Business leader at Dover Artificial Lift covering their nine companies, three international locations, 12 manufacturing facilities and over 100 field locations. Dover Artificial Lift provides a full suite of artificial lift solutions, products, accessories, and services. They pride themselves on customer service and responsibility. Dover Artificial Lift has since gone through multiple M&A activity, spinning off to become Apergy, and later merging with Ecolab to form ChampionX.Responsible for all cost reductions, working capital improvements, and quality certifications at Dover Artificial Lift. Productivity levels doubled since 2012. International sourcing doubled since 2015. Payment terms extended greater than 40 days.Inventory Turnover improved 40%.Multiple businesses achieved ISO and API certifications.M&A due diligence lead for multiple company acquisitions. From October 2015 to August 2016, my focus was on our Production Control segment covering the plunger, gas, and hydraulic lift businesses. Business leader focused on cost cutting initiatives covering facility analysis and other restructuring actions. Additional initiatives covered manufacturing excellence, developing a preferred supplier migration plan (supplier consolidation), and completing supply risk analysis and contingency planning.

Program Leader for the field ticketing sales automation program at Dover Artificial Lift. The program covers field sales and services while leveraging district and customer-specific price lists, well sites, and taxes. Improvements include customer intimacy, electronic invoicing, real-time inventory and production triggers, and Days Sales Outstanding improvement. Additional functions include dashboard reporting to assess all aspects of field sales and services.- Sales projects include multiple Middle East and Latin America tenders. Project lead for all product sourcing, bid analysis, and technical specifications. Product offerings were sourced from China, India, Canada, and the U.S.; and consisted of various product lines covering Progressive Cavity Pumps (PCP), Sucker and Polished Rods, Rod Lift components, Blowout Preventers (BOP), Variable Speed Drives (VSDs), Gas and Sand Separators, Chemical Injection parts, motors and other artificial lift accessories. Total tender opportunities are greater than $250 million.- Led all Productivity and Working Capital programs at Dover Artificial Lift.- Leader of both the Continuous Improvement and Supply Chain committees.- Annual Strategic Plan contributor, focusing on Continuous Improvement, Productivity, Supply Chain, and Special Programs for all of Dover Artificial Lift.

- Reported to the VP of Supply Chain while managing the Purchasing, Procurement Engineering, and Material Planning teams made up of 30 global supply chain employees.- Extensive global experience working with manufacturing locations and suppliers located in the Asian cities of Shanghai, Suzhou, Wuxi, Nanjing, Hangzhou, Jinan, Xiamen, Guangzhou, Taipei, and Kaohsiung; and the European cities of Milan, Palermo, Salzburg and Mondsee.- Responsible for transitioning business out of our Mexico facility to an industry-leading supply base in Asia and Europe. Benefits include cost reductions of $10.8 million, inventory reduction of $3.4 million, trade working capital improvement of $3.1 million, compliance risk avoidance, and improving the speed to market for new product launches.- Consolidated the supply base by 45% while total annual spend amounts are forecasted to increase at a 5.5% growth rate.- Practiced Regionalization in the U.S. and China while mitigating supplier risk and improving quality metrics.- Ownership of all cost reduction and containment projects, which yielded $5.8 million annually.Inventory Management: reduced overall inventory levels by $5.3 million by monitoring our global locations and implementing MRP and Lean programs.- Product Family demand planning within the monthly Sales and Operations Planning process.

Reported to the Director of Materials and specialized in S&OP forecasting, master scheduling, electronic Kanban signaling, inventory management, and customer satisfaction improvement.Daily interaction and management of eight Production Control Supervisors responsible for efficiently producing 3,000 - 4,000 products per day, 60,000 per month, 720,000 per year.

- Reported to the Corporate VP of Product Management with a focus on margin enhancement. Member of the Complexity Review Committee responsible for conducting margin analysis at each of Emerson’s 65 global business units. Topics covered include Financial Analysis, Sales & Operations Planning, Demand Shaping, Supply and Inventory Management, Product Portfolio Strategy, New Product Development, Information Technology, and Parts Analysis.- Focused on profit enhancement by growing, managing, or eliminating customers, suppliers, products, and parts that generated 2 points of increased margins across the organization over a two year time span.- Gained International perspective by analyzing and evaluating businesses in the following cities: Hong Kong, Shenzhen (China), Pune (India), Chelyabinsk (Russia), Cluj (Romania), Eupen (Belgium), Gothenburg (Sweden), Aachen and Munich (Germany), Padua and Venice (Italy), Paris and Angouleme (France).- Prior role of Supply Chain Analyst consisted of managing and sourcing Indirect Materials at the Corporate level. Sourced and completed Master Supply Agreements covering industrial supplies, office supplies, and promotional items benefitting all Emerson business units. In total, the Indirect Material sourcing events generated over $25 million in cost savings and supplier reductions greater than 250.

- Member of the Corporate Reporting department. Main responsibility consisted of preparing the firm's Quarterly Earnings Release for the CFO while working closely with Corporate Accounting and Investor Relations. Other responsibilities included weekly analysis of company revenues, expenses, comp, and non-comp figures for the CFO, President, Controller, and Managing Directors.- Coordinated weekly financial forecast reports including the presentation of Profit & Loss and variance analysis.- Compared financial and market share data of the firm to its competitors for management on a monthly and quarterly basis.- Performing monthly, quarterly and yearly analysis and reporting of over $1 billion in Overhead expenses.- Designed and programmed the firm’s Overhead reporting application using Hyperion Essbase and Enterprise, capturing data analytics on over $1 billion in expenses.- Analyzed accounting policy and financials of the firm’s 10-K and 10-Q reports prior to SEC filings.

Member of the Financial Markets audit team. Involved in the audit of a public company resulting in an Unqualified Opinion. Planned to join the firm full-time before the Enron scandal went public.