Oversee the operations of $160M company across multiple sites (NJ and AZ) . Grew the business over 50% in 3 years, without increasing the labor. Implemented CI projects, automation and process improvements to drive over $8M of savings. Work the executive team members (sales, engineering and finance) to plan for future growth. Own the P&L for both sites (NJ and AZ), implementing cost control measures to reduce expenses. Drove cost savings through supply chain savings including VMI, LTA and direct supplier negotiations.

Develop and grow, three separate but interlinked departments across varied locations (Manufacturing, Distribution and Retail). Combined teams to develop a customer first, user friendly, quick response team. Setup processes and procedures for the team to include but not limited to better customer service, increase response time, align all departments and communicate clearly internally and externally.

Oversaw $30M dollar company across all departments to included operations, sales, customer service and accounting. Stayed within budget to Maximize EBITA in addition, minimized expenses in each department by 5%. Wrote processes and procedures to increase efficiency of each department Operational efficiencies resulted in warehouse reduction, increasing inventory turns, one piece flow, quality process and shipping output. Grew company to achieve sales growth of an average of 15% per year while meeting and exceeding companies yearly budgetary targets. Created sales incentives for representatives and internal sales, encouraged outbound calls and cold calling, responded to customer/rep inquires, produced marketing materials rebated distributors and visited top tier customers to assure satisfaction. Worked with all departments to ensure company profitability. Increased profitability to highest levels, between 7 and 10 percent. Provided assistance to each department to ensure that profitability remained at those levels. Additionally, never lost money under tenure month over month. Self taught lean concepts through classes and enacted them using Kaizen events such as Toyota Production System and Sort, Set in Order, Shine, Standardize, Sustain and quality systems to increase customer expectations and ensure quality. Effectively incentivized 100 employees with management buy-in to increase production more than 50% and save $75K per year. Met with clients and distributors to identify challenges, motivated management team to address issues then develop a solution, improving quality 25% and on time delivery to 95%. Traveled 10 times a year attended major customer shows to assure they are heard in terms of challenges, barriers to doing business.

Oversaw $120M dollar operations across 4 companies’ operational managers who led engineering, purchasing, fabrication, assembly, shipping and inventory control.Grew operations to keep up with 16% sales increase year over year while achieving all operational targets. Increased production 10% to keep up with sale growth. Each department, manufacturing, assembly, warehousing and shipping needed to increase personnel, equipment and production lines. Restructured departments with optimal staffing, clear policies, roles and responsibilities. Worked with sales management team to increase sales by building relationships with 50 different representatives, their distribution channels and customer base. Listened to customers from two locations (Maryland and Texas) to understand contractor challenges, distributor headaches and encouraged them to increase their business with us. Increased sales by 10%.Designed and implemented a new, easy-to-use MRP system specified for inventory control at Fleco after successful trial execution at Mobern

Elected to Baltimore Washington Corridor Chamber as a Board of Director in April, 2014. Responsibilities include discussing and voting on best business practices for the BWCC, setting organizational policies, and evaluating processes. Vote and approve operating budgets, establish long-term plans, and carry out fundraising activities.

Improve the operational systems, processes and policies in support of organizations mission.specifically, support better management reporting, information flow, material flow and management, business process and organizational planning.Manage and increase the effectiveness and efficiency of Support Services (Purchasing, Warehousing, Manufacturing and Assembly), through improvements to each function as well as coordination and communication between support and business functions.Play a significant role in long-term planning for goals Oversee overall financial management, planning, systems and controlsManagement of operational budget within company perimeters Development of individual program budgetsRegular meetings with CEO to set goals and expectation of the businessSupervise, coach and lead operational management team.

Plan utilization of facilities, equipment, materials, and personnel to improve efficiency of operations: Studies functional statements, organization charts, and project information to determine functions and responsibilities of workers.Recommend methods for improving worker efficiency and reducing waste of materials and utilities, such as restructuring job duties, reorganizing work flow, relocating work stations and equipment, and purchase of equipment.Work with government officials/customers to determine the best way to save energy along with getting maximum light output. In charge of new product development while using brand new LED technology. Implement cost savings for the customer, as well as head the quality department.

Process and Systems engineer at Paetec communications. Responsible for training new technicians. Also responsible for promoting internal employees. Provide technical support to tier one, tier two and tier three technicians.

In charge of numerous projects, proposals, and CAD drawings.