Paul Conrardy Email & Phone Number

Golden, Colorado, Us

Lead multiple teams within operations while increasing the return of invested capital.

Golden, Colorado, Us

Responsible for production, logistics, and purchasing. Accountable for increasing production capacity to enable revenue growth.

Chicago, Illinois, Us

Collaborated with and coached cross disciplinary teams to introduce new product development and line extensions through the standard ideation and commercialization processes. Influenced at all organizational levels. Assessed supply chain capabilities and capacities for the purpose of recommending future capital. Brand partners include Coors, Miller, Blue Moon, and Leinenkugel family of beers as well as Economy, Seltzers, Mexican Imports and Flavor Malt Beverages.• Recommended Capital Appropriations Requests for: three $18M each Aluminum Pint lines, $15M 24oz can line, $25M Sleek can line, Trenton 3-pack shrink wrap capability, Water for disaster relief, and sourcing changes.• Exceeded $8M in supply chain cost savings initiatives for calendar year 2019.• Supported Supply Chain to enable launching of product lines and refreshes for: Coors Edge, Miller High Life share bottle, and graphics refreshes.• Influenced capital expenditures for Flavor Malt Beverages: Henry’s Sparkling, Redds and Redds Wicked, and the Steel Reserve Alloy Series.• Guided new product development launches through Supply Chain for: Blue Moon Iced Coffee Blonde, Blue Moon Light Sky, Leinenkugel Spritzen, Vizzy, and Coors Pure.• Optimized Supply Chain deliverables for Mexican Imports launches including: Sol base beer, Sol Chelada, and Sol Limon Y Sal.

Fostered a positive culture while directing, coordinating, and developing six exempt leaders and their teams. Established and delivered KPI metrics to achieve a safe, quality-focused, efficient, sustainable, customer-directed, and cost-effective operation. Monitored key metrics and leveraged lean process improvement methodologies throughout the manufacturing supply chain.• Reduced recordable incidents from 2012 to 2014: 18 to 4 medicals and 2 to 0 lost times. This led to a 1M safe hours worked without a lost time injury celebration.• Improved 2013 job change efficiency of 91.60% to a 2014 level of 95.82%.• Developed and delivered the annual $19.4M operating budget and initiated corrective actions as required.• Set the department continuous improvement strategy using TRACC Solution tools from Competitive Capabilities International to implement world class supply chain principles and drive operational excellence.• Provided vision and leadership to create, communicate, and implement a new three-year strategy.• Led implementation of a collaborative culture consisting of a site steering committee, best practice teams, and structured communications.

Chicago, Il, Us

Directed the operation of the packaging, maintenance, and production scheduling functions ensuring delivery of all key safety, people, quality, service, cost, and sustainability performance goals. Oversaw the operational continuous improvement and learning and shared accomplishments of nine exempt leaders and 400 non-exempt team members. • Celebrated 2M brewery safe hours worked without a lost time injury.• Improved packaging’s Operating Equipment Effectiveness from 52% to 63% while challenged with increasing product mix and schedule complexity.• Developed and implemented the $62M packaging department budget and initiated corrective actions as needed. This included restructurings and reorganizations.• Established the department continuous improvement strategy to deliver year-over-year performance efficiency and effectiveness.• Led department through integration of Miller family of products into the Coors brewery; Project Everest - $25M.• Led operations effort to install and commission the first MillerCoors Joint Venture Aluminum Pint packaging line - $25M.

Led the warehouse, transload, fork trucks, garage services, and tank car maintenance teams ensuring delivery of all key safety, people, quality, service, cost, and sustainability performance goals. Coached and mentored seven exempt leaders and 175 non-exempt team members.• Achieved warehouse record of 511 safe days worked without an OSHA recordable incident.• Introduced a production safety procedure to address critical grid-lock situations.• Set one-week (April 2007, 384128 barrels) and single day (May 2007, 62749 barrels) warehouse shipping records.• Outsourced non-exempt positions with no employee relations incidents.

Bachelor Of Science - Bs, Mechanical Engineering

Xmba, Business Administration And Management, General