Reporting to the President of the Tingue division and responsible for hiring and training 59 employees and overall facility management of 40K square foot warehouse in Peachtree City, GA which produces approximately $26M in finished goods annually, pre COVID Navigated post COVID recovery of business from $17M in 2020 to a 2021 trend of $23M Led facility through transition of ERP system to SAP Business One for all business functions Implemented a new corporate culture throughout facility directed at Taking Care of Each Other and Taking Care of our Customers reducing employee turnover from 14.1% in 2016 to 6.3% in 2017 then sustained below 5% from 2018 forward to present Selected and trained a leadership team who bought in to and implemented the culture through deliberate schedule of daily standup meetings, weekly Lean meetings, monthly one-on-one meetings, stay interviews and annual reviews Leads Lean efforts to reduce the Eight Deadly Wastes and implement 5 S strategies in all areas of the operation Coordinated with our ERP provider to develop new KPI reports and tracking to create better visibility on open orders and ensure on time deliveries and reduce error Developed system of aisle and bin locations labeling throughout the facility that had not previously existed Reduced inventory valuation from an average of $1 million to an average of $900,000 in 2020 through Kanban replenishment system

Reporting to the Chief Financial Officer and is responsible for hiring and training purchasing managers for three different facilities, each for different categories of materials and in different locations. Mentor team of purchasing managers to develop vendor relationships, ensure purchased materials meet specifications and decrease costs. Continued to maintain overall responsibility for purchasing in the textile division while adding a Purchasing Manager - Textiles to the team Took on responsibility for purchasing in the parts division while adding a Purchasing Manager – Parts to the team Learned purchasing for rotational molding division focusing on resin purchasing while adding a third purchasing manager to work closely with molding operations to ensure 85% efficiency in production

Director of Purchasing responsible for approximately $10 million budget for raw materials and supplies for two operational locations. Set list prices on all items, publish and maintain company price book for sales force. Charged with cultivating vendor relationships to maximize the product quality, unit cost and freight in while operating in a Lean environment. Regularly interact with the company sales force to ensure products perform to expectations. Support and assist the manufacturing departments as necessary. Developed new system of updating and publishing company price book creating a historical record of price changes and streamlining the process of incorporating vendor cost changes from year to year.

Supervised several process improvement projects within a Lean framework to increase productivity and efficiency. Executed a complete overhaul of item numbering system in the company’s ERP software decreasing mis-shipments and facilitating roll out of salesman order entry system. Started new manufacturing department to bring in house, the production of items previously outsourced.

Responsible for the direct supervision and training of a team of 30 hourly warehouse workers ensuring the team consistently meets or exceeds expectations in safety, quality, teamwork, productivity, job knowledge and reliability. Additional duties included co-chairman of the Safety Steering Committee and Building Capacity Manager. Leveraged skills in root cause analysis, problem solving and coaching and mentoring to lead team to increase average performance from 94% to expectations to 102% to expectations and contributed to my department coming in under budget for two consecutive fiscal years. Took charge of building’s safety program plan resulting in the decrease of the building’s safety incident rate from 11.7 incidents to 3.9 incidents per 200,000 hours worked. Directed the building’s first capacity reorganization in 4 years increasing our capacity and allowing us to increase the number of stores we serviced from 67 to 74. Selected ahead of peers to attend Leadership Enrichment Training.