Create all lean manufacturing processes, source and setup supply chain, hire staff for a new startup manufacturer of tiny homes made from precast concrete

Life of Things provides software solutions to manufacturers to increase engagement and improve the life cycle of your Things, your critical assets. positioning companies for Manufacturing 4.0, implementing HaaS businessmodel, and capitalizing on all assets through engagement records, AI analysis to project efficient usage and maintenance, and IOT to measure performance and predict requirements.

• Build a team of designers, developers, and marketers to create and launch an exciting new global social media platform.

• Lead all operations and supply chain aspects of $8M technical furniture business segment in support of 20% annual growth• Direct all Continuous Improvement, Lean, and Project based operational enhancements of the metal fabrication and A/V rack assembly business ($145M, 350 people, 150 in my org chart)• Directly responsible for decreasing manufacturing costs 5% in 2016 and 2017

• Lead all aspects of operations of $15 million precision centerless grinding equipment manufacturer.• Implemented a second shift to save $1M in additional capital equipment expenditure.• Formalized performance evaluation and company policies to reflect a world-class organization.• Introduce and champion LEAN manufacturing principals to support 20% year over year growth.• Improve aftermarket on time delivery performance from 40% to 96% in 6 months.• Enhance gross margins 3-points in first year. Inventory consolidation freeing $500K in capital.• Design, oversee build out, and move entire facility (fabrication, assembly, and office staff) from 3 buildings into one in first year.

• Responsible for $38 million P&L for wire and cable manufacturer.• Developed 2013 budget with 6% increase in sales and 12% increase in net profit.• Maintained 15-20% annual growth in operating income through effective leadership and management of all business operations, including supply chain, engineering, sales, marketing customer service and finance departments.• Oversaw eight direct reports and indirectly managed 110 staff.• Identified needs in sales, engineering and accounting departments and hired well qualified staff.• Assembled production team to increase efficiency on 2nd and 3rd shifts.• Reviewed and updated 15 company policies.Accomplishments:• Reduced inventory by $200,000 by analyzing excess and obsolete inventory; initiated KanBan for 90 SKUs.• Improved monthly shipment linearity from shipping 40% of product in last week of month to shipping 25% each week.• Decreased delinquent shipments from $500,000 to under $100,000 and achieved largest shipping and profit month in company’s history.

• Managed $52 million P&L for pump manufacturer producing LMI and Hartell brands.• Continued business growth of better than 10% per year through hands-on management of sales, marketing, customer service, finance and design engineering staff to ensure customer satisfaction.• Eliminated internal waste in the supply chain through championing lean manufacturing principles, i.e. value stream mapping, 3P simulations and Kaizen events.• Collaborated with end users, distributors, manufacturing representatives and internal sales force to meet market needs, launch new products, trouble shoot existing issues and develop solutions.• Appointed Global Project Manager to develop and introduce $40 million next generation product line.• Member of executive management team that designed, staffed, and started a satellite manufacturing facility in India to service the Asian, Middle Eastern, and European markets.• Adhered to strict quality assurance and quality control procedures on internal Quality Management Systems and ISO 9000:2001 standards to ensure superior product quality.• Hired to manage a team of 100+ staff in support of high mix/high volume assembly operation.Performance Improvements of Significance:• Improved on-time delivery from 65% to 99%+.• Increased gross production margin by 8% and revenue per headcount by 42%.• Decreased inventory level by 25%.• Achieved 82% reduction in product quality issues.• Improved customer satisfaction from 4.1 to 6.1 out of 7 points.• Increased employee survey favorability from 64% to 81%.• Advanced site ACE level from Bronze to Silver.• Awarded OSHA VPP Star Commendation.

• Identified opportunities to increase efficiency, improve quality and new product innovation for Connecticut site; assisted with operational efforts at four other sites throughout the United States.• Reviewed and evaluated multiple, raw materials and services vendors; selected new vendors to improve services and/or decrease costs.• Created manufacturing efficiencies through effective staffing and scheduling.Accomplishments:• Saved $250,000 per year by implementing cost savings procedures throughout all five locations.• Reduced labor cost per pound produced by 15% by reorganizing production labor structure to maximize resources.• Minimized number of injuries by effectively managing safety programs and adhering to OSHA requirements; actively promoted and encouraged employee involvement in safety measures.Technical Manager (1999 – 2003)• Provided operational support to Plant Manager and managed safety and environmental programs.• Managed projects; scheduled maintenance; and controlled vendor integration.• Oversaw the implementation of IT operations for all five United States manufacturing locations.• Directed research team in evaluating and choosing an ERP application that included: financial, trade and logistics, warehouse, R/F, production, master planning, sales force automation, sales management, shop floor and CRM modules.• Served as project manager of 15 person ERP implementation team; kept employees interested and involved; ensured consultant contract compliance; and managed $750,000 budget.