Led the global logistics function of a $1.2 billion company operating in 37 countries, managing 15 salaried and 150 hourly employees. Primary focus was on export/import in North/Central America and managing three distribution centers in the US. Managed the carrier selection process and negotiated rates in the US and Mexico. Managed the corporate office facilities maintenance as well as the NY Sales office, corporate apartment in NY, and corporate apartment in NC. Managed the rolling stock inventory, maintenance, and licensing for the company.• Managed the company owned trucking fleet as a standalone entity, maintaining a consistent level of cost and increasing outside revenue from $500k to a high of $900k.• Reduced small package costs (FedEx/UPS) by $500k annually through process review and rate negotiations.

Managed corporate purchasing, corporate engineering, industrial engineering, facilities maintenance, technical services, and company owned transportation fleet in a $900 million company. Managed an annual capital budget of $50 million annually and an annual procurement MRO of $250 million.• Led a team to re-structure the corporate office staff, reducing headcount by 17%. • Selected a new site and managed construction and physical relocation of a new corporate office building in Greensboro, NC. This was accomplished while simultaneously managing a similar project involving the sales office in New York city. Total cost savings were in excess of $500k annually.• Managed the implementation of a purchasing system for corporate purchasing. Allowed for reduced inventory and better purchasing management across the company. • Managed engineering through site selection and construction of an industrial park in southern Mexico.• Served as president of North Pointe Association, governing body of the property surrounding the North Pointe development area.

Directed the technical support for all ten manufacturing plants within the company as well as providing technical support for customers. Support included process auditing, trouble shooting, new process/procedure development. This included many customer site visits to evaluate and/or provide expertise to their processes.• Developed a plan and implementation schedule to reduce manufacturing labor by $7.5 million across the company, working with each location individually to gain support and provide expertise on accomplishing this target through industrial engineering methods.• Developed a competitor profile for manufacturing through site visits, research, and networking to determine their strategies and identify cost competitiveness, resulting in machinery upgrades and processing changes.• Led a team to design and develop a model denim manufacturing plant producing tier one denim fabrics. • Led a team for investigating and visiting potential joint venture partners in Mexico, Spain, Turkey, Israel, Pakistan, and India. The first joint venture project occurred in Mexico.

Promoted to oversee this larger unionized vertical operation. Managed the industrial engineering, supply & repair, employee training, and payroll functions at a denim/yard dyed shirting manufacturing and finishing plant. Led many plant projects, including a machinery expansion in the weaving area and installation of production monitoring equipment. Provided communication with the union shop involving job requirement changes and pay standards.

Managed a weave room producing 43 million yards annually of fabric and consisting of 1202 looms and 180 employees. Department ran at 98% efficiency with 1.5% off quality which was a record setting performance within the company. New products were introduced into the department and equipment changes were managed without loss in production.

Managed the industrial engineering, production planning/scheduling, employee training, and facilities maintenance functions for the plant. Many projects were developed for the plant to offer production alternatives and or expansion of the facility.• Led a team to develop an analysis on direct competitors to the plant. • Reduced overall labor costs by 6% through work measurement and process improvements in the manufacturing area.• Reduced supply room inventory by 15% through system management and changes in procedures.

Introduced to all manufacturing and finishing processes in the fabrication of denim.