Ryan Anderson Email & Phone Number

Fairfax County, Virginia, United States

• Managing and improved grant application and fulfilment processes• Led search for new vendor and established relationships. Established new vendor to reduce archery spend by 10%• Rationalized grant catalog offering to reduce spend per grant and save $84k per year• Leading efforts to transition the team to a paperless business process• Leading analysis of key operational strategies and business footprint to reduce cost of operations and cash use

Greensboro/Winston-Salem, North Carolina Area

Advised client on strategies that led to 50% improvement in profits over 2 yearsDirected clients on how to improve on-time delivery and quality, while reducing per unit laborMapped business processes and aided client in increasing throughput and reducing lead time by 35%Managed development of new backroom software to enable smoother operations for franchisor clientReduced employee frustration and turnover by giving them input into their own work methods

Warrenton, Virginia, United States

The triple-bottom line – the concept that in addition to profit, businesses should also measure and be accountable for their impacts on people and the planet – is a huge step forward in business consciousness. But at 4P foods, we want to take things one step further.Managing the 4P local food hub and digital farmers market, 4P operations include two warehouses and distribution centers, a last mile delivery fleet, and a huge supply base of local farmers,

Orange, Va

Leading the journey towards excellence with the Ridgid Tool team. Driving operational excellence and better financial performance through lean operations.• Drove pull implementation from 50% to 99% in 6 months.• Reduced complexity and overtime usage.• Improved productivity.• Lead Kaizen event which reduced employee turnover from 10% to 3%

Greensboro/Winston-Salem, North Carolina Area

-Recruiting, hiring, and managing tutoring staff-Conducting marketing campaigns and managed social media presence-Met with new clients to discuss their children's educational needs-Acting as a resource to the educational community and local schools-Sold the business in 2015

Asheville, North Carolina Area

•Took on an assignment in Q4 of 2009 to assist the electrical sales force in identifying stimulus bill leads. Rapidly developed a system for collection and qualification of American Reinvestment and Recovery Act business intelligence. •Identified over $200M in Eaton specific leads resulting in $2+ million in orders. •Developed training materials to allow the sales force to pursue find ARRA opportunities on their own.

Asheville, North Carolina Area

•Led a $20-30M fabrication shop with a team of 5-6 supervisors and 120+ employees in a 24/7 environment.•Initiated capacity increases to take on-time performance from 50% to 90%; cut OT from 15% to 4%, halved defect rate, and significantly reduced steel WIP inventory, while maintaining production rate and reducing capital investment. Improved safety performance and LTI rate.•Implemented a reorganization within the fabrication department to improve accountability and reduce production scheduling problems.•Led the shop through a slowdown and scale-back in Q2 2009 and reduced workforce by over 11%.•Coordinated with engineering department on development of five year capital investment. Developed a plan to increase capacity by 20% and decrease capital footprint by 50%.

Greater Philadelphia Area

Rotational Development Program (GLDP):•Developed and communicated strategic plan for ES&C division, in conjunction with local and divisional leadership. •Performed competitive and market analysis to help the ES&C division outgrow its end market by 50%•Collaborated on Eaton Aerospace M&A team, scouting and pitching potential acquisition targets and divestiture opportunities.•Developed multiple strategic relationships with potential technology and supply chain partners and wrote business requirements

Greater Milwaukee Area

•Examined the financial viability of moving a product line to Juarez, Mexico. Determined that EBIT could be improved by 10% and EBIT margin by 1%.•Led multi-functional consulting team with a $28K budget through a search for new distribution partners.

Angola

•Led teams of 2-5 people managing service operations worth $30k-100k /day; coordinated day to day operations including preparation and shipment of equipment, to running the on-site operations, to processing and delivery of the final data to the client.•Worked 24/7, with the clients on offshore drilling rigs, completing wells ahead of schedule and under budget.•Operated exclusively in international venues with multi-cultural teams on projects worth several million dollars each.

Mba, Business Administration And Management, General

Activities and Societies: 2007 GBE Course in Shanghai, China

Bsme, Mechanical Engineering

Activities and Societies: Phi Kappa Theta Fraternity Marching Band