EPM Holdings owns and manages residential rental properties in Fairlawn Ohio.

Zipi Transit is a personal transportation and residential/commercial cargo transit company. www.zipitransit.com zipitransit@gmail.com 330.958.1338

Hallsten Innovations is a custom technology development company focused on making good ideas into deliverable solutions that are built-to-spec, on-time, and on-budget ... custom electronics, solid software, and connectedness (spelled "IoT") are our passions. With offices in Ohio, Chicago, and the UK, our team of talented engineers and developers bring diverse skills to your project... electronic, industrial, mechanical design; embedded systems software; wireless communications; mobile app design and development; cloud services; and full life-cycle support (napkin -> prototype -> production -> deployment -> scale -> maintenance).We're not afraid of the complex, multi-faceted challenges and we listen before we act.Got an idea on a napkin? Need to up your game with your existing technology products? Looking to deploy in the harshest industrial/outdoor environments? Want to add advanced diagnostics? If yes... please bring us your napkins (we will review them for free), and we look forward to earning your solution partner trust.

Elesa USA is a a distribution center for North and South America. It is owned by Elesa SPA of Monza Italy. The company manufactures and distributes a line of injected molded and metal machine parts. The parts are essentially operator control elements (things people touch) Levers, knobs, wheels and handles. Please visit the ELESA website. I oversee 3 warehouse associates within a distribution pick-pack network and our primary focus is shipping, receiving and inventory management. I also oversee one internal sales manager and two internal sales associates in a fast paced and busy distribution center. Our goal is to enter orders efficiently, quickly and answer customer inquiries. We also support a team of 6 outside field sales engineers. In addition, I oversee one warehouse administrator responsible for invoicing and general administrative functions supporting sales and warehouse activities. I was hired primarily to implement an ERP system called QAD. The beginning of the project entailed BLACK BELT level process mapping and value stream mapping to assist in ERP construction. MS Visio was utilized in this endeavor. The implementation was enormously successful and we have achieved record growth of 15% annually in concert with the implementation. I wrote a 160 page work instruction to help all associates understand how to use the new system. The work instruction is part of new employee documentation. Recently, I conducted a logistics RFP achieving reduction of inbound freight costs of 10%. Also, I led our company through the CTPAT certification process. Part of my experience involved rebuilding the warehouse by changing the bin layout and flow through process. The business realized a 20% cost reduction and 8% gain in efficiency concerning order velocity. The position also involves the oversight of an outside manufacturing facility or "tolling" subcontractor. This process accounts for 2% of sales and involves machine work to further customize finished goods.

I was hired as a "business partner" working within the procurement division. The role primarily encompassed working on new marketing projects, as a procurement lead, for the Toll House and Buitoni divisions of Nestle Prepared Foods. I was responsible for the organization of both ingredients and packaging for use in trials, testing and initial product launch. I worked within a stage gate structure to accomplish deliverables. Additional work involved vendor score carding and benchmarking to ensure quality, on-time delivery and quantity accuracy. Vendors were measured weekly and results reported during regularly scheduled meetings with actions taken as required. Ensure supply was another key component of the position as my role regularly interfaced with 5 plants, numerous co-manufacturing facilites and 30 vendors controlling a spend of approximately 400 M. My role was a primary driver of business continuity and process improvement. In addition my role was frequently used as a "crisis project manager" concerning ensure supply issues. My role assumed additional projects, as time allowed, including the development of Nestle's corporate claims process in conjunction with corporate legal. This involved vendor claims, of all kinds, resulting from contamination or packaging failures and the adoption of a robust process for claim mitigation. Another side project was "double barcode scan" supporting the end-to-end supply chain concept of capturing point of origin information via multiple barcodes added throughout the supply chain. Yet another side project was "freight unbundling" encompassing the use of same trucks in both inbound deliveries from vendors and outbound deliveries of finished goods. Essentially, the project concerned the efficient coordination of trucks to both deliver raw materials and then pick-up finished goods during the same stop.

As I finished my graduate studies at the University of Akron, I was recruited, by MACtac, to be the first operations employee in a new start-up division called UGLU. This newly created division was a side project of the company's president and sold an innovative and new adhesive product through as-seen-on-tv channels and through popular retail stores. My role was to coordinate all supply chain activities from purchasing raw materials (Buyer of direct and Indirect materials,) scheduling production (production planner) and warehousing/distribution (logistics.) I managed several third party sub-contractors in regards to processing of materials and packaging of finished goods. In order to manage bill-of-materials and finished goods inventory, I created an MS ACCESS database. The database is still used and maintained, today, by customer service and operations personnel. On an as required basis, I conducted make vs. buy analysis and total cost of ownership analysis. I worked directly with retail customers on process improvements to enhance end-to-end supply chain efficiency.I also participated in vendor negotiations and contract creation. As a side initiative, I joined the company's project manager as a "junior project lead" to facilitate new product ideas and launches using the stage gate process.

As I progressed through graduate school, I was fortunate to obtain a second graduate assistantship with one of my professors in the College of Business. The role was focused on IT and e-commerce related topics. In this role I assisted in many projects including updating websites and blogsites as well as social media platforms. One primary task involved organizing quarterly meetings between the college and private business via the Center for IT and e-business technology exchange. These exchanges included CIO's, other executives, students and invited guests for the discussion of important topics relating to technology in the workplace and provided a forum for the free exchange of information. As a side project and because I was considered excellent in literary skills , I was chosen to update the College of Business collegiate writing guidelines. During my time as a graduate assistant, I received several scholarships and other opportunities to serve.

After making the leap to full-time student, I decided that I needed a Job. My desire was to support myself, pay for my education and not be a burden on my family. I was able to obtain my first graduate assistantship at the University of Akron Press. The Press publishes many works including poetry, technology and local interests. The press needed distribution and sales experience and I possessed exactly what was needed for success. During my tenure at the press, I sold books to a independent bookstores and distribution outlets. My position included customer service and inventory management. I was able to organize the warehouse for enhanced efficiency and effectiveness. Also, I handled international shipments and sent original manuscripts to the Library of Congress for filing of copyright. The position allowed me to interface and interact with every department and college on campus. Toward the end of my term, I assisted the press director in the task of outsourcing physical inventory and distribution to a third party warehouse located in Ashville Ohio.

I was always a car guy and desired to work in the automotive industry from my high school years. As it turned out, I ended up in the automotive dealer channel and that is where I would spend the next 10 years of my life following college. I started as an auto technician and then moved into the parts department. From there, moved up to parts department manager and then moved on to several different dealerships increasing my earning potential along the way. The culmination of my efforts ended at the largest FORD dealership in NE Ohio. I truly climbed the ladder of success in the industry and became the very best at the job. I was known as an expert among peers in the field of ERP, inventory management and tire sales. I was truly one of a kind in the industry far outpacing rivals. The automotive industry crashed and burned and I decided to re-build my life by going to graduate school. I trained my replacement who is still on the job at John Lance after all these years. A few stats: Highest performing Ford Parts Manager in Auto Nation network concerning gross profit retention and annual sales volumes.P/L responsibility with annual sales over $4.5M and Gross over $1.5M. Installed and maintained an efficient ADP parts management system. Consistent top market performer in inventory control, Variable Selling Gross, and overall gross retention.Annual increases in Variable Selling Gross of 3.3% despite falling Ford market shareAnnual increase in Gross profit of 2.9% despite falling traffic countAnnually ranked in the 1st quartile of Ford Brand book(1st to 3rd place across all Autonation Ford Dealerships) in Gross Profit, Variable Selling Gross, and Inventory Turnover.Consistently maintained 40% repair shop retentionDeveloped largest dealership tire sales program in market. Obtained 7% market shareManaged a staff of 11 on two shifts Zero employee turnoverConsistently above zone and region in tire, battery, and brake market share