Led important international project to assimilate multiple recently acquired entities into the corporate platform as well as into the parent company’s culture, values, practices and methodologies. In addition to aligning operational processes and metrics, the project included the acculturation of regional/plant management and teams representing 5 different nationalities/cultures. Successfully established integration model for strategic expansions in Latin and South America. Spent 70% of time within Mexico making frontline assessments, problem solving, adjusting priorities, production consulting and coaching the Mexican leadership and plant teams. Directed team and support resources of up to 40+ employees.Secured productivity increases, while maintaining a focus on quality and on-time delivery, by instituting new approaches to training, maintenance, job structure and workflow.

Responsible for integrating financial/operational accounting and reporting following the World Color acquisition. The combined group represented 40% of total company revenues. Charged with building a cohesive team of Corporate and Plant level Accounting employees across a 15 plant national platform.Forged new blended operating metrics and reporting processes after assessing both systems and identifying best practices.Partnered with diverse team members to accelerate change and adherence to new practices.Supported the launch of several cost reduction and efficiency initiatives.

Directed all activities within plants to achieve productivity and financial objectives; including safety, production scheduling, quality assurance, customer satisfaction, continuous improvement, manufacturing, assembly, inventory control, materials management, warehousing, distribution, problem resolution, staffing, training & development.Plants are equipped with industry-leading manufacturing solutions - integrated, efficient and modern platforms including robotics, ERP, automation, electronic process controls, RFID and Barcoding, automated storage and retrieval systems. OKLAHOMA CITY, OKDrove a financial turnaround via change initiatives which allowed the plant to fill its key role in the company’s regional/national sales strategy. Improved/increased communication within the plant and developed a common vision and direction.Established facility as a competitor in the high quality catalog market, a new segment for the plant. Oversaw an increase in the size of the plant from 850,000 sq. ft. to 1.1 million sq. ft.Supported Lean initiatives in 5S, SMED, TPM, MDI, Gemba Walks, Kaizens and Root CauseAnalysis.LOMIRA, WILed Quad’s largest manufacturing facility encompassing 2.2 million sq. ft. and over 1,000 employees. Primary objective was to identify & act upon continuous improvement opportunities, drive action to improve efficiency and plant productivity and to build a sustaining Continuous Improvement culture

Pivotal role in defining the newly created Plant Controller position and establishing an enterprise-wide model for effective partnering amongst accounting, manufacturing and plant management functions.

Established in-house tax function focusing on income, sales/use and real and personal property taxes, which impacted company operations and our customer’s business. Led efforts to secure favorable law changes in several states. Was an integral member of site selection teams for new plants and negotiated government incentives.