• Reports directly to the President and Owner, acting as the daily senior officer.• Lead company operations, including finance, staffing, and project management.• Oversee sales acquisition, client management, and customer service, re-establishing and developing new sales accounts leading to 35% increase in revenue.• Monitor quality assurance, developing and improving processes to ensure customer QA demands are met and often exceeded.• Partner with financial officer to improve cash flow management, establishing processes and controlling checks and balances. • Oversee procurement and leading the recent development of procedures for improving Enterprise Resource Planning.• Led banking relationships during all COVID-19 PPP activities to ensure continued operations.

• Reported directly to the President as the senior sales and marketing management professional.• Responsible for the development, execution, and reporting of the marketing and recruitment strategic plan.• Acquisition and supervision of recruitment staff – building quality performance and improving productivity with internal recruitment benchmarks.• Served as an active member of the senior leadership team to re-brand and re-develop the core mission, initiatives and academic programming.• Partnered with the President to acquire and foster relationships with partners and stakeholders.• Participated in quarterly Board of Trustees’ meetings as a representative of senior leadership.

• Participated as a senior procurement executive.• Responsible for procurement management of a new company purchased in December of 2014, resulting in a more organized flow of raw materials, tooling, general maintenance supplies/parts and all other shop supplies which directly assisted in the elimination of a past due backlog while sustaining a growth of sales with multiple customers.• Led all vendor negotiations resulting in significant cost savings.• Led the material requirement planning strategy that created on time delivery of all materials to meet production requirements which significantly reduced manpower inefficiencies.• Participated with ownership in the sales/marketing strategy creating sales orders resulting in record months of fulfillment.

• Responsible for the general management of the organization through 3 key subordinate managers in the areas of sales, engineering, materials, operations, quality, administration, facilities, warehousing & financial accounting management.• Demonstrated strong leadership skills in the development & management of the company’s ownership transition & creation of a business plan while establishing a strategic sales plan resulting in a sales growth from $1.8 million to $3.0 million within 18 months.• Developed a formal engineering process from customer demand through drawings/specifications and purchase orders to manufacturing process routers, inspection sheets and final preparation of shipments increasing accuracy by 30%.• Performed business analysis comparing fluid customer demand to manpower and machinery capacity while calculating cash flow needs to meet order requirements.• Responsible for the analysis and determination of major asset equipment purchases as it relates to strategic business and target customer sales plan.• Lead the decision team in choosing an ERP system resulting in significantly increased efficiency and performance.• Directed the implementation of an ISO9000 quality system resulting in accurate reporting of all metrics allowing for improvement in production runs both in quality of product and efficiency.• Strong people skills at all levels of the organization resulting in cooperation and team building.

•Responsible for the general management of the roll form division of the company which included multiple plants, 120 employees and annual sales totaling approximately $17,000,000 to $20,000,000.•Developed a strategic plan for the sales and production areas of the division resulting in stronger sales per production line of all locations.•Successfully navigated and negotiated a new collective bargaining agreement.•Established strong customer relationships developing trust and dependability leading to reorders, new product development & R&D projects.•Directed the development of a strong AS9000 quality system resulting in a top rated program that was tested by various government agencies immediately following the Columbia Space Shuttle disaster of 2/1/2003.•Company was sold in 2003 by the Connecticut partnership due to desire to retrench to core business model.

•Rehired by Harvard Industries due to my successful performance at Harvard Interiors Division (listed below).•Responsible for the materials department of the division that included purchasing, planning, logistics warehouse and MRP management.• Responsible for the logistics department of daily inbound and outbound freight to increase accurate customer deliveries leading to a 96% fulfillment rate.• Participated as an executive management team member that developed a strategic MRP process through good purchasing management practices, proper production planning, performing machinery and manpower capacity analysis comparing to customer forecast requirements all resulting in a 99% on time delivery performance. •Chosen as a representative to select the next generation of ERP system for Harvard Industries consisting of 12 plants.•Company was sold and moved to Chicago then later closed due to a drop in customer demand of U.S. made goods.

•Responsible for the manufacturing operations of all products in multiple plants through the implementation of a new MRP system, manpower and machinery analysis to meet customer demand.•Developed an engineering design department for establishing method control on customer private design formats allowing for more efficient and accurate transfer of design to manufacturing floor.•Company relocated to Mexico City area due to cost reduction demands closing its St. Louis and Bolivar, MO operation.

•Hired to assist the operations management team through the purchasing function while working to sell the division.•Asked to perform general management duties of the circuit board manufacturing facility until Harvard Interiors was sold.•Company was successfully sold while meeting all of Harvard Industries selling objectives.

•Promoted to Vice President to assist the ownership from bankruptcy, resulting in a successful recovery.•Responsible for the manufacturing operations which includes production, production control, inventory control, quality control, machinery, facilities, complete compliance with all government laws and regulations.•Position was eliminated when ownership sold 50% of the company to a senior manufacturing executive.

•Responsible for the production planning in all manufacturing operations including international plants until company was sold to Vanity Fair when all operations were closed in St. Louis and absorbed into Vanity Fair-Nashville operations thus eliminating my position.

•Promoted to project manager to open a new manufacturing plant in Watsonville, CA resulting in operations created and producing at full capacity within 3 months.•Developed planning and outsourcing operations resulting in a production increase at significantly reduced cost.•Company was sold to a customer who moved operations to Indonesia.

• Responsible for the merchandising of the main footwear line by assisting with selection then managing the line through production, shipping and reorders.•Ownership sold trade name to Brown Shoe Company then closed the operations

• Assisted the senior merchandise manager for the Buster Brown resulting to an in-depth understanding of the merchandising process gaining domestic and international purchasing experience.• Participated in the development of a merchandising plan and the purchasing plan of the Buster Brown and JC Penny private label footwear line.• Responsible for auditing component manufacturing division plants that included profit and loss statements, tracing internal sales to ensure proper transaction were recorded, development of a subordinate office manager staff in each plant to assist in the day-to-day operations.• Brown Shoe Company sold the Buster Brown Division.