• Executive Coaching, Mentoring, and Organizational Development for small companies• Implemented Roadmap for Growth strategic plan process for CI Transformation.• Introduced Enterprise/Plant Wide Strategy Deployment• Stabilized broken order management and planning processes, replaced management routines.• Deployed Interim Management and Change Management processes to onboard a new leadership team resulting in a values-based culture of employee engagement and accountability.• Evaluate ERP systems and processes for implementation• 2019 USC Marshall Global Supply Chain Excellence Summit Speaker

• Managed $500M revenue of a $1.8B Supply Chain Operation 500+ associates (Manufacturing, Production, Logistics, Warehouse, Maintenance, Customer Service) • Supported 400+ Franchise Operators and 1485 stores in the fastest growing region in the company.• Developed overall strategies for business improvements. Generated return for DPZ and Franchisees.• Outperformed profit plans by 8.5% and chaired cross-functional financial reviews to access market and customer performance. • Launched Lean Strategy and deployment across US footprint which resulted in production, distribution, and warehouse optimization productivity plans that yielded 3-5% operational improvements annually.• Prepared facilities for major change ERP and WMS technology upgrade projects to improve digital capabilitiesCommunication liaison between the World Resource Center, Supply Chain Services, Corporate Office, and Franchisees.Key Accomplishments: • Implemented 3-year plan strategy in an 8 market 23 state region. Introduced best practices that facilitated aggressive 7-12% organic growth over that period.• Executed market route optimization that established the optimal delivery frequency and routing which resulted in $2.1M savings during the first year.• Led company in KPI performance; profit, service level, OT reduction 7%, Internal Audit Scores, & Turnover 10%. • Spearheaded reduction of OSHA rate by over 20% in 2017 10% in 2018 and implemented new safety routines and best practices to ensure solid field execution

• Recruited to Aramark to run an $80M regional business in uniform and refreshment services branch.• Assumed full P&L for driving top and bottom-line results. • Adapted quickly to uniform business model and deployed successful DSD practices from the beverage industry to strengthen team.• Assisted with Top 20 Account development and retention through work with national account teams.• Resolved personnel issues and assessed talent with recommendations to remove non-value-added roles.• Directed successful operation in Chicago. Mentored new GM and facilitated business plan execution.Key Accomplishments: • Obtained bottom line 2015 results at 103% to plan through aggressive equipment and talent upgrades. • Achieved top line results of 10.2% growth and 115% to plan through strong retention and account focus.• Led strategy and operations for multiple production and distribution facilities and established EBIT, revenue growth, cost, productivity and customer satisfaction targets

• Led Supply Chain for the third largest market in the CCR system which included the operation of 16 Distribution Centers, 3 manufacturing locations (100MM+ cases $450MM budget) and contract manufacturers in the Great Lakes market. • Translated business strategy to daily execution (RED) programs through coaching and feedback to field leadership team.• Restructured failing locations and improved efficiency in others. Introduced automation tools including handhelds and voice pick.• Managed labor leverage objectives, improving performance significantly 5-9% in challenged locations.• Implemented key phases of Great Lakes Master Plan resulting in $1.9M in savings. Key Accomplishments: • Leveraged customer solutions including night bulk delivery and NEX technology increasing fleet capacity 20%• Initiated engineering labor standard for Chicago and became model for US and improved productivity by 3.1%• Increased labor utilization efficiency in manufacturing and warehouse operations 4.2% and 9% respectively.• Minimized company risk in the areas of environmental and safety and maintained 90-99% on OSHA and EPA audits.• Improved delivery and customer performance from 88% to 93% by implementing new management routines.

• Operated underperforming 30M case facility in the strategic Chicago-area market which included: 24/7 manufacturing and distribution center comprising $140M budget 375,000 sq. ft., 4 production lines, 275+ employees (17 salaried). • Oversaw P&L for product quality, cost, and delivery from raw materials to finished goods and established critical manufacturing and distribution processes in Six Sigma and LEAN environment. • Successfully reconstructed front line management team in maintenance, production, and warehousing.• Spearheaded team to attain ISO 22000, 9001, 14001, 18001 and PAS 220 food safety certifications. Key Accomplishments: • Improved plant manufacturing efficiencies by 10% and purchase order attainment by 5% through TPM processes. • Led team from bottom 5 performers to top 30 of 56 plants nationally within 12 months.• Negotiated local union contract, reducing labor management by 40%.• Developed direct reports and salaried employees that resulted in 5 internal promotions and 3 external promotions.• Integrated 50% increase on Dasani line volume, which resulted in producing water for the region.

• Directed a startup effort for a new sales and distribution operations and led P&L in a $100M division of a $10B building supplies distributor. • Oversaw strategic supply and procurement, supply chain, logistics, and business development. Responsible for inside and outside sales for residential, commercial, and industrial products.• Negotiated multiple partnership agreements with vendors including property managers and shared services.• Spearheaded process improvements and people development in preparation for major SAP implementation.Key Accomplishments:• Provided strategic leadership for 15 metro area markets across the country and exceeded sales target by 15%.• Implemented automated Warehouse Management System (WMS) that improved productivity by 25%.• Designed and delivered customer-focused solutions that provided double digit sales and profit growth.

Completed Fergusons' executive training program. Served as Business Analyst for several markets across the country. Implemented work processes, organizational design, market segmentation. Created business case for marketing in wholesale distribution business. Integrated consumer products marketing and management tools in the distribution environment. Presented business plans to executive committee. Promoted to start-up distribution operation in Chicago.

Directed supply chain, distribution and warehouse management strategies that integrated a traditional manufacturing process. Developed team, coordinated strategic supply planning.Led business process workflow team in change management and order to cash processes in preparation for SAP global implantation. Worked with configuration team on requirement documentation.Implemented an electronic inventory management tool that generated $2.8 million savings during first year.Identified and implemented 5% savings in transportation, best mode, and freight cost. Facilitated business to business and business to consumer processes that created user friendly environment.Coordinated complete organization redesign to support operational objectives.

Managed team responsible for product and marketing efforts for a $200 million business unit. Recommended pricing strategies, analyzed national competitive markets, and negotiated annual agreements for national accounts. Led cross-functional team that developed a service program that resulted in a 20% increase in standard profit per ton on strategic products, and doubled on time delivery performance.Recommended new products that increased revenue by 23%. Directed sales training efforts for national accounts.Initiatiated e-business sales efforts for the company that generated new revenue stream for the business.

Recruited to join Johnson Bryce, a joint venture with the Bryce Corporation, a privately owned $25 million converter of flexible packaging for the snack food and consumer retail business by Bob Johnson, President and CEO in 1996, when sales were $18 million. Directed a team that identified major cost reduction activities and implemented new production procedures that enabled the business to move from consecutive monthly losses to profitability within 12 months. Responsible for 50% decrease in processing material costs, a 20% reduction in manufacturing downtime, and improved inventory cost.Established strategic alliances with customers and suppliers. Increased customer satisfaction by 12%.Led Johnson Bryce team that won the supplier of the year packaging award for 1997 from Frito Lay, Inc

Responsible for LEAN manufacturing operation that supplied packaging and power tool accessories for global distribution. Gross Sales Volume for the facility was $58 million with a capital budget of $20million. Managed team of 375 associates, (335 non-union hourly, 25 non-exempt salaried, 10 direct reports) operating 24 hours, seven days a week. Implemented self-directed work teams.Directed Plant Expansion project that increased the facility’s size from 53,000 to 125,000 square feet. The project included installing equipment and assembly lines, which strengthened the plant’s growth potential and provided needed manufacturing capacity. This project met all cost and time objectives with minimal downtime

Technical liaison to Product Global Business Teams with task of developing more efficient manufacturing strategies, stronger capital appropriations processes, and consolidating North American and European engineering designs. Primary goal: Lead AME to World Class Status. Key facilitator in World Class Study for products instrumental in market analysis for US, European, and Asian power tool markets, which resulted in manufacturing consolidation efforts and process reengineering in the plants.Implemented a tollgate system that cut the time to develop new products from 3 years to 15 months.

Marketing Program Manager leading cross-functional team activity for the manufacturer and distribution of six product categories representing over 300 SKU’s marketed nationally. Projects represented $9 million. Promoted from Purchasing Quality Engineering Responsible for start-up of a Supplier Quality Assurance Program for a power tools plant in Easton, Maryland. Chaired material review board evaluated supplier performance and assured just-in-time delivery of products at a competitive price. Conducted over 20 workshops in cost reduction efforts.Reduced supply base 20% through standardization and productivity savings over $1 million.

Responsible for Supplier Development of purchased materials.Vendor audits, Supplier Improvement Plans, Quality Assurance and Compliance.