Provide global trade consulting services to businesses to facilitate location of sources for imported product, primarily from China. Focus on the manufacture of quality products insuring effective price and on time delivery. Committed to developing suppliers in a sustainable fashion that generates on-going value.

Promoted to SVP charged with expanding global sourcing model across all business lines (following company sale in 2008). Collaborate with multiple, companywide departments, identifying opportunities that increase revenue by expanding novel product offerings through Asian and other sourcing channels. Participated in valuation process during company sale, serving as decision-maker on senior management team that delivered investor presentations and supported due diligence.

As VP / GM, oversaw all activities and functions in 2 branches, including $25 million Buffalo Batt (8 managers and 100 employees) and $11.5 million South Brunswick location (40 employees). Serviced high-profile customer base with such major clients as Wal-Mart, K-Mart, Rite Aid, Canadian Tire, Jo-Ann Fabrics, and Hobby Lobby, managing pricing strategy for all products. Traveled to China 3 times annually, visiting and developing factories that produce products for North America and Asia. Developed management team that earned praise for business intelligence, communications, and teamwork. Key Challenge: Growing the business through turnarounds, acquisitions, and development of product sources, including U.S. and global suppliers. * Engineered turnaround for South Brunswick branch following acquisition from Sealy, inheriting $172,000 loss; drove $920,000 income total by year 5. * Transformed Buffalo-based business from heavy industrial to retail model, shifting from 60% reliance on a single customer to retail specialty with multiple customers. Grew retail business from $2 million to $15 million. * Captured 80% market share in North America for Buffalo Snow™ product, driving 20% improvement in Christmas product margins over 3-year period.* Developed 3 key China sources for seasonal product shipped to N.A. retailers; visited 20+ factories in 5 years—building relationships and developing competency/capability of factories and agents. Created QC programs based on international standards. Brought successful U.S./China sourcing model to other company divisions.* Led achievement and development of ISO 9000 certification at 2 locations; selected and mentored cohesive management team that developed programs, documentation, and systems that met audit requirements.

Directed all manufacturing, administrative, and sales support activities within organization with $8 million in sales and approximately 40 employees. Established and implemented strategies for changes in operational systems, employee performance expectations, training and marketing, and internal teamwork/communications. Designed and managed training and marketing support programs that facilitated Sales Department reorganization.Key Challenge: Transforming long-time family-run business into fully-functional operation with organized sales, marketing, financial, and human resources support capabilities.* Led transition from entrepreneurial to mid-sized organization, leading selection and implementation of business system with start-up 3 months ahead of schedule.* Developed criteria for employee positions and responsibilities that represented 1st-time occurrence in company. Created program of periodic employee meetings that improved problem identification and organization-wide consensus. Led plant workforce from impending unionization to an atmosphere of trust and respect.

Oversaw all manufacturing operations for $14 million organization, supervising team of 75 in non-union environment. Selected and developed top-quality middle management team that demonstrated independent problem-solving capabilities. * Created World-Class manufacturing facility through $5 million capital acquisition program and full rearrangement of flow patterns, with concurrent revamp of plant layout involving maximum operator input.* Improved customer service from 60% to 98% level through proactive team approach; developed partnerships with customers that led to consistent success in sole source considerations, including supplier certification awards.* Facilitated 50% reduction in plant workforce through integration of productivity improvements over 4-year period, maintaining continual production levels despite workforce decrease. Spearheaded 80% reduction in employee turnover and introduction of cross-training programs that expanded workforce capabilities.* Decreased die change time by 60% in bottleneck process, leading to 25% increase in plant throughput capacity and $1.2 million inventory reduction. Introduced European technologies and team approach to reduce challenges.* Paved the way for projected 40% reduction in spoilage through initiation of process changes within 2 highest loss operations (with 1 change involving installation of the highest current level of technology).* Implemented Total Preventative Maintenance Program featuring operator execution and maintenance training, with a 50% decrease in breakdowns realized in key bottleneck processes. Developed quality manual that met needs of certification program and benchmarked studies for the best European operations.