Forsyth Advisors helps manufacturing and distribution companies dramatically increase profits through strategic sourcing and supply chain improvements.

Privately owned, high-end, full-service luxury landscaping organization. I was personally investigating a majority investment in the firm Led EBITDA , Revenue increases with introduction of cost management measuresLed 3-year growth and internal infrastructure strategySpearheaded cross-seasonal acquisition strategy & initiated corporate social media strategyDeveloped KPI-driven continuous improvement planEmployee Recruitment, Retention, Development, Career Path

Led the extension of company-wide infrastructure, inclusive of finance, operations, new product development, and commercialization to improve scalability prior to execution of acquisition strategy· Re-designed infrastructure in support of new product development program· Constructed Ecom forecasting strategy (via P70 AMZ data-array) · Developed B2B and B2C digital platform· Reduced per-order E-com costs through Lean-Manufacturing based initiatives· Identified/Integrated counter-seasonal acquisition strategy· Spearheading global sourcing program (India, Vietnam, Egypt) in support of supplier portfolio growth· Executed cross-channel Sales & Operations Planning (S&OP) process in MA· Led development of Key Performance Indicator program in support of DC continuous improvement program· Launched & led the introduction of Material Resource Planning (MRP)

With roots dating back to Boston, MA in 1875 as the E.H. Tate Company, Bulldog Hardware is a leading provider of hooks, fasteners and home hardware for the DIY market. With a growing base of partners across Big Box, Mass Merchant, Hardware Stores and Distribution, Bulldog’s products are sold in the United States and Canada.•Tripled EBITDA Year over Year, 2016 to 2017 through supply chain and operational optimization•Generated new product pipeline to support 17% revenue growth at Mass Merchandizing & Big Box Retailers•Defined system for specification definition & management across 700+SKU’s, reducing cost of quality by 50%•Established Key Performance Indicator system for logistics and DC optimization, reducing costs by 30%•Expanded supply base to India, Vietnam &Thailand for 18% cost reduction and product diversification•Reduced working capital levels by 37% while retaining 98%+ InStock and Order Fill Rates•Introducing annualized cost savings program with current supply base, resulting in 10% annualized savings•Improved Mass Merchant Operational Metrics by 27%, migrating from lower tier to Top in Class

Led the introduction of the operational and commercial infrastructure necessary to support $30 M building products company with responsibility for 115 employees. •Led 30% increase in throughput within 3 months of hire and 50% within 11 months•Drove introduction of Lean-Culture and Key Performance Indicator system that drove material costs down 17%•Reduced purchasing costs by 9% through the introduction of strategic sourcing•Spearheaded roll out of S&OP processes to prioritize work scheduling and reduce lead times by 20%•Revamped shift structure to 24/7 to improve throughput by 87% while reducing overtime from 44% to 15%. •Developed production floor incentive program with quarterly and annual bonus activity as well recruiting strategy•Created annual and quarterly review process across 130 employees and management staff.

My responsibilities included management of a $100+ million P&L across 7 locations in the eastern portion of the United States. I was brought onboard to lead the introduction of the sales, operational and financial infrastructure necessary for sustained continuous improvement and growth.•Introduction of Lean Manufacturing systems across commercial and manufacturing elements of business•Launched Key Performance Indicators system, inclusive of labor, asset, and underlying operational metrics•Introduction of SQDCCE daily / hourly metric system for KPI tracking and continuous improvement infrastructure•Develop and facilitated regional Lean Training Program•Led implementation of CRM •Development of inventory management infrastructure•Restructured regional commercial processes to support double-digit growth in Commercial Industrial and Architectural market•Strategic upgrade of production leadership to support the introduction of Continuous Improvement processes and training•Drove introduction and implementation of ERP system

Subsidiary of $11 billion European Manufacturing company. I was again asked to come onboard by a former supervisor to drive the re-gentrification of the business, first as Sales Director and then as General Manager •Full P&L responsibility•Reporting to President with quarterly exposure to CEO and Board of Directors•Focusing resources against specific priorities for revenue growth•Commercialization of new industry platforms•Led the relocation of $23 million in sales during asset consolidation efforts. •Spearheaded margin analysis to balance product portfolio across asset streams•Revamped production and quality processes to reduce cost of quality by 62%•Six Sigma development through the introduction of 5S and Lean Manufacturing principles•Introduced Lean-based Continuous Improvement program that garnered 4-5% cost savings annually•A3 Implementation, inclusive of DMAIC Problem Solving Methodology•Kaizen-event based culture•Advanced the infrastructure for sustainable manufacturing, quality, and process certifications •Developed, reviewed and led implementation of organizational projects to support growth and profitability strategies •Recruited, interviewed, and selected lead team members and developed strategy and training processes for production associates •Established annual objectives for all direct reports to ensure and track personal and professional growth objectives•Cultivated and delivered system of monthly and annualized employee communications •Presented monthly progress reports to the leadership against established Key Performance Indicators. •Developed operating plans and budget including capital equipment purchases, staffing strategy and maintenance program

Private equity owned Industrial OEM which resulted from the merger of two privately owned businesses. I was recruited, again by the same mentor, to drive the development of a sustainable infrastructure during post merger / acquisition activities, inclusive of sales, engineering, costing, finance and distribution, to support the merger and re-branding activities. •Reported to President, with P&L responsibility for 100+ employee, $40M multi-facility business .•Drove post-merger / acquisition activities and develop sustainable infrastructure to support merger & branding activities•Developed sales commission model and strategy to support development of manufacturing representative sales network•Re-structured West coast facility from independent business unit to manufacturing facility, resulting in $300K in savings•Implemented rebranding and channel strategy to support 27% increase in revenue over two years•Structured pricing strategy to support 10% sales increase in OEM market•Led migration of $6.5M in sales from German sister-company, including mass production capabilities. •Re-structured Engineering department to support customized branding initiative and improve project costing by 13%•Implemented BoM tracking process and developed standardized labor costing to improve quote accuracy 30%•Re-designed customer order and product development flow to reduce lead times by 15%•Introduced strategic sourcing initiative, resulting in $1.0M annualized savings•Led recruitment and hiring of 13 person leadership teams as well as team of 41 support staff purchasing (4), sales, and engineering staffs.

$300 million division of multi-billion dollar manufacturing business based in Chicago, IL. I was recruited by a mentor to assume responsibility for a series of under-performing product lines marketed to the commercial, municipal, distribution and OEM channels •Managed multi million dollar revenue stream for commercial, consumer, truck / trailer, city, county, state and federal government markets•Development of targeted sales collateral and promotional materials for multiple channels•Responsible for the profitable development of the Omni Brite reflective clothing brand•Managed city, county, state, and federal bids for Commercial License Plate product line•Through Six Sigma-methodologies, developed a line of reflective materials that meets/exceeds Federal Railroad Association requirements •Led 15% sales growth in international truck and trailer conspicuity tape market

Global consumer products company which had just entered Chapter 11 for debt restructuring. As part of the global re-branding team, I was responsible for establishing, directing, and stabilizing the international supply chain as the company migrated from domestic manufacturing to international strategic sourcing•Led cross functional team that restructured major consumer brand sourcing, product development & commercialization operations •Developed sustainable global sourcing strategy •Originated cost reduction systems•Initiated new product development work flows to reduce lead times

$1 billion family-owned industrial supply distributor which hired me as part of their Management Development Training program where I was cross-trained across multiple elements of their business

Paper & Forestry company with division of Packaging products, inclusive of cartons and machinery. I began as a Process Engineer in their flagship manufacturing facility and was promoted to Mechanical Project & Design Engineer at the research and development headquarters in Ohio and Perugia, Italy during which time I managed machinery product lines for commercialization in Europe, the Middle East, Africa and the Americas