Moved to position to participate in a required Zoho Creator version change that required me to quickly pickup Deluge programming language and CSS. Began leading company's IT solutions as onsite management while developing a strategy to ensure systems modernization. Led implementation, trained staff and developed a comprehensive approach to launch Made2Manage for company silo company and maintain system as administrator going forward. Subject matter expert on the integration of business processes and their interaction with the company management information system. I do not back away from issues or tasks and often take the lead as ideas are presented and am often considered a utility worker in the office.• Cost Reduction: Created and led an inbound logistics RFQ, awarded and implemented a project that reduced incurred logistics’ costs by up to 15% per route/lane.• System Migration: Key team member for MIS version migration that required full system testing and CSS enhancements to maintain or improve the user’s experience. • Instant Notification System: Developed a notification system that sends SMS notifications to engineering, manager or warehouse for production line. Improved throughout and eliminated wasted steps by production staff looking for management or parts in a warehouse.• Lead for Company Relocation: Designed network and security (cameras, controlled access) for new facility. Point person for contractors during construction. Additionally, select and/or migrate service providers and utilities to facilitate a seamless transition for employees and customers.

Chosen to bring expertise in global supply chain operations to a low disciplined staff. Hired staff for supply chain and warehousing functions and enhanced their skill sets to become leaders of change and high performance to support company's annual 25% growth. Developed a pseudo ERP system with Excel and VBA as a gap stop due to ERP system limitations. Transformed supply chain and warehouse into a best in industry without a formal materials requirement planning software while navigating the challenges presented with component shortage and supplier's shuttering entire business units.• Cost Reduction: Reduced parcel shipping costs through contract review and improvement with UPS and FedEx. Estimated reduction of 3% annually.• Master Supplier Agreement: Developed and implementation of supply agreement with key suppliers covering quality, delivery, costs and performance of suppliers.• ERP Implementation: Launched ERP software to support company’s new business. Responsible for front to back implementation to include training, onsite visits and deployment.• Pseudo ERP: Developed and implemented outside of system ERP planning. Current ERP system was not able to accurately project and plan needed items, due to limitations, to support customer delivery schedule.

Leads sourcing activities ($60MM spend) across four sites and CMO site for a multi faceted chemical division of ITW(Fluids North America). Division revenue of $145MM. Collaborative work approach with division sourcing and corporate sourcing teams to identify, validate and launch cost savings initiatives that result in margin improvement and/or bottom line escalation. First year savings were ~$650K across greater than 20 projects, 11.5% above targeted savings. Some examples, VA/VE change, price reduction, rebate programs, payment discounts, and overall negotiation tactics to reduce capital outlay. Use whole division and company data to reduce supplier count and increase company's attractiveness to supplier base. Enter RFP/RFI projects to ensure market validated pricing and best position pricing while not sacrificing quality, service or business unit needs. Second years savings have upside potential over year one with an estimate of $810k.• Cost Reduction: Coordinated sourcing and procurement strategies resulting in cost reduction. - Exceeded preemployment set savings target by 11.5% ($649k total).- Utilized savings opportunities through payment terms, freight routing and optimization, order amounts, master service agreements, consolidation tactics, value engineering changes, make vs. buy analysis, numerous other projects.• Inventory Management: Manage multi-site inventories to <0.1% obsolete inventory and to <9% inventory quantity greater than six months use on hand, achieving inventory turns greater than 6 times per year across entire division. • CMO and Offsite Warehouse Management: Manage partner sites including global raw material sourcing, production planning, inventory leveling, finished good distribution, inventory transfer process, fee/invoice validation and market based price testing. Recovered from <85% on-time-in-full (OTIF) to >98% OTIF at CMO location.

Recruited to design and execute a comprehensive transformation of the purchasing function, working closely with operational leaders to enhance procurement of raw material, supplies and MRO requirements and inventory. Participate in short- and long-term strategic planning at a senior leadership level, marketing and new product development.• Achieved improvements in inventory accuracy, inventory reduction and throughput.• Spearheaded Kaizen, root cause analysis and A-3 events. • Recruited, trained and mentored a team of warehouse, production and office personnel.• Negotiated capital asset procurement, which involved collaboration with internal and external partners to meet budget guidelines, fiscal goals and delivery schedules.• Directed multiple lean events, continuous improvement projects, budgetary reviews, strategic planning and product/process development.

Developed and integrated a formal procurement policy for the organization, encompassing the creation, launch and management of corporate and departmental level policies, SOP’s, processes and reports. • Delivered the lowest cost, highest quality material through cost containment, continuous process improvement, SKU management, supplier relations, team leadership and report innovation.• Orchestrated re-engineering projects in line with lean/JIT and Six Sigma principles.• Strategically executed a $6,000,000 raw materials budget at 94% of target as adjusted for S&OP forecasting variations.• Saved more than $500,000 (40%) through the reduction of raw material inventory value.

Consolidated and streamlined more than six corporate and client billing silos into a single cohesive unit. Utilized innovative problem solving skills; championed multiple continuous process efforts that positively impacted cash flow and upstream process improvements. Identified and reconciled $60,000 of under invoiced services or materials within six months of accepting position.Significant Achievements• Reduced A/R creation cycle from 14 to 5 working days 64% reduction• Streamlined and consolidated 6+ corporate and client billing silos into a single department • Integral leader in physical relocation of all accounting personnel and functions into a centralized and secure location • Implemented policies and procedures that improved invoice accuracy from 89% to 96%• Led creation of invoices on behalf of clients as a pay for service• Managed corporate invoicing (Accounts Receivables) of $38,000,000+ annum• Participated in lean manufacturing events that resulted in higher production rates and less manufacturing waste

Demonstrated expertise in the development and analysis of cost accounting and profitability processes and calculations. Researched and analyzed production and operation data for revenue cost analysis and continuous process reengineering projects. Significant Achievements• Structured and oversaw cross-departmental process error team; resulted in 50% cost reduction in errors $200,000 annually• Collaborated with operation departments to improve data reporting and collection accuracy from 55% to over 90%• Created and trained subsequent personnel in managerial accounting and profitability functions that led to more accurate cost proposals to customers • Implemented accepted BHR's (budgeted hourly rates) for all major capital assets to be used in cost analysis, corporate billing and profitability studies

Identify and facilitate the development of student APICS chapters at local higher education institutes. Facilitate and disseminate the APICS body of knowledge and benefits to the future leaders of the supply chain and operation's industry. APICS Greater Kansas City Chapter member of Board of Directors (BoD).