Archadeck of SWCT is family owned and operated with our team living in the communities we serve. Customers choose us because of our listening-based approach to design and creativity, quality workmanship and warranty, honest and timely communication and respect for the clients home. We are proud to offer our community a better outdoor living space construction offering that is "end to end turnkey". We handle the initial consultation and design, the permit application (if required) with the municipality and will be onsite until the job is completed. Archadeck of SWCT is backed by a national brand with over 40years of experience and over 135,000 structures designed and built. All of this knowledge and experience can be relied on to deliver the outdoor project you have in mind. Our team is trained, licensed and certified in all necessary areas and we have established relationships with preferred material vendors including AZEK and TimberTech. We have a Job Process Methodology that ensures a time-tested, standardized approach to each deck build that delivers robust structures exceeding minimum code specs. We are the largest deck, porch and masonry company in North America, and are ready to bring your outdoor living vision to life. You can reach us today for a free consultation at 855.723.4972

Led the multi-plant Operations/Technical team for NSI for 4+ years leading up to the sale of the company from Lincolnshire Management Inc. to Mill Point Capital in April 2023. I co-authored the value creation plan for new ownership following the close of the transaction which is guiding the business into year 2 post-close. I helped build trust with key customers and built a team that is focused around NSI's mission and values.http://www.nurserysupplies.com/http://www.summitplastic.com/https://nurserysupplies.applicantstack.com/x/openings

Led integrated technical team to restage Duracell’s premium tier. Brought new to world packaging to market for Duracell leveraging $15,000,000+ capital spend, delivering technical project integration from project ideation to material definition and package development, to start of ship within 11 months. Delivered five new packaging lines and ramped process reliability, and throughput of lines ahead of schedule to compensate for 180%+ increase in demand.• Developed over 340 new material BOM’s leveraging third party packaging providers WMS and integrated package development, in many cases in parallel with qualification of new lines. • Onboarded new third party packaging partner (DHL) in parallel involving coaching through hiring of 60+ employees within three months and building operational and technical capability. • Kept morale up during “darkest days of startup” managing through highly complex technical debug when team felt mission impossible. o Focused team on building daily direction setting capability stronger and stronger every day leveraging visual controls, white boards, and strong feedback loops from operations.• Customized process control strategy and deployed technical resources against centerline DOX to ensure material variability and equipment process setting sensitivities well understood.

Named director of multi-functional team for over $75,000,000 net structural savings project via closure of two packaging facilities, outsourcing of entire NA packaging to single third party packaging provider, and reduction of seven distribution centers to one outsourced central warehouse. Achieved both packaging and distribution in-lined in single 1,000,000 square foot facility leveraging 80/20 principles to maximize efficiency and reduce logistics touches. Served as P&L lead for three year spending appropriation, owning monthly reconciliation actuals against plan, and progress reports to the CEO and Board of Directors. • Facilitated shutdown of incumbent third party packing arm four+ months ahead of schedule, accelerating $3,000,000 in savings.• Leveraged retail distributor model to drive warehousing, distribution, and transportation efficiencies for over 35% of business, reducing reliance on central warehouse and transportation provider achieving inter-site transportation savings >$13,000,000. • Oversaw transformation of production planning system from “MRP push” model to “MRD pull” model, driving over 35% working capital reduction in finished product inventory equaling $60,000,000 YOY cash savings. o Transitioned 700+ sku’s to three-bin virtual Kanban system, reducing reliance on centralized demand and production planning.• Re-engineered the “Incremental Business Assessment” work process to drive efficiency and set the supply chain up for supporting effective top line incremental sales growth with strategic customers. o Processed >35 IBA’s per month raising bar on forecast accuracy and follow up back with customer selling teams.• Re-built SAP ERP master data to accommodate new reorder point planning design.

Oversaw global startup of Duracell HR as independent entity under Berkshire Hathaway following acquisition of brand from Procter & Gamble. Directed 2,200 employees within unionized plants in China, Belgium, and three non-union sites in US. Contributed to re-establishment of Duracell’s third party supply chain partners across dozen+ countries internationally.• Established new global operations and global R&D leadership teams under new president and CTO, respectively, and created meeting drumbeats and leadership team agendas to deliver against Berkshire year one priorities.• Qualified as “80/20” Train the Trainer and delivered training to over 300 global operations and R&D management. • Led shutdown announcements for Duracell’s largest cell manufacturing facility in US along with two packaging facilities in US in advance of taking broader end-to-end ownership for packaging and distribution renewal project management. • Advised CEO, global operations president, and board of directors on labor and external relations risks, including authoring numerous emails presented by board to Warren Buffett for final approval regarding site closures.

Directed divestiture announcement from Procter & Gamble to Berkshire Hathaway and developed message tracks and Q&A to aid managers in information and discussion meetings. Connected new Berkshire Hathaway senior management team to top talents and organization priorities. Led Duracell HR team that setup employee master data, payroll, and benefits provision in over 30 countries, harmonizing various plans and benefits from P&G to Berkshire. Supervised team of 13 direct reports representing six plants and five global sectors. • Delivered payroll at 100% effectiveness in month one following divestiture cutover despite myriad of IT and resource challenges.• Partnered effectively with IT to setup travel booking and expense report system, purchasing system of record, and others.

Led organization redesign across both global Duracell functions to increase innovation effectiveness, bringing first battery innovation to market for Duracell in 20 years (Duracell Quantum – longest lasting battery on market). Enhanced learning culture and agility by tracking measures that supported both culture vectors. Drove plant culture change to autonomous manufacturing teams and doubled productivity increase with $40,000,000 per year in savings.• Executed 300 person downsizing initiative in Aarschot, Belgium plant, driving over $20,000,000 per year in savings and without single labor interruption due to strength of communication and relationship building with works councils and employees. o Recognized by Brussels labor secretary for approach, time, options, and support provided to employees to bridge everyone to positive new beginnings.• Provided strategic talent counsel to CEO and several group presidents, elevating performance management as core capability to exit under-performers, upgrade bench strength, and create succession plans to nurture junior talent.

Served as acquisition HR lead for Gucci, Dolce & Gabbana, Hugo Boss, Lacoste, SK-II, and Frederic Fekkai. Spearheaded end to end HR responsibilities for 700+ employees across $500,000,000 Americas prestige beauty business Led organization redesign and right sizing efforts saving $8,000,000 annually.• Published and analyzed employee culture sensing survey to assess and lead continuous culture improvement, driving > five point survey improvement with linkage to organization performance strategy and delivering acquisition booklet goals.• Expanded capacity to also own global sales function HR across 6,000 beauty and grooming sales employees, driving senior talent succession planning and macro labor planning across each region.

Represented both global and NA hair color leadership teams. Led site shutdown and relocation of 100+ employees to four other P&G sites across U.S, saving over $40,000,000 annually. Spearheaded company-wide initiative to redesign relocation policy support system, streamlining expense, and providing improved employee experience that flowed internal talent around US more effectively

Led packing P&L and 300 employees through cultural integration of Clairol into P&G post acquisition. Named lead trainer for total productive maintenance and implemented P&G’s process reliability and stops tracking systems. Grew productivity by 40% by building winning culture and driving out loss. Enhanced process reliability from 25% > 80%.

Gained extensive TPM and lean manufacturing experience across multiple geographies. Served as site maintenance leader and rebuild shop owner during period of $500,000,000 recapitalization of all diaper line converters globally. Oversaw installation of 12 new converters on six week centers, delivering program flawlessly.