Operations and Supply Chain Consulting Firm

Fractional CFO services to small and mid-sized businesses.Average 36.7% increase in RevenueAverage 27.9% increase in Net IncomeAverage 8.5% in reduction of Cost of Goods SoldAverage 3-month turnaround for operational excellenceAverage sustained OTD of 99.1%Average 89.5% improvement in Past DuesLaunched and/or aided in the growth of 5 companiesOrchestrated the sale of 2 companies Increased sales by 300% in 1 of the companiesAchieved an average ROI of 27% for entire portfolio

Developed plan to increase revenue by 81% resulting in 163% improved net income.Reduced past dues from 34.8% to 3.8%Improved OTD from 71.4% to 99.01%Reduced finance variances from 15% to 2%Developed process resulting in 99% OTD for new product launches.Shared P&L, budget, and strategic planning responsibility.

A division of TransdigmLead a diverse team in the following disciplines: Manufacturing Management, Supply Chain Management, Continuous Improvement, Manufacturing Engineering, Oracle Business Analyst and Production Planning.Increased revenue by 19.3%Increased EBITDA by 27.9%Average a 10% year-over-year total cost reduction via strategic purchasing negotiations and internal machining technology.Instituted an insource/outsource strategy for machined parts netting 10% margin savings for a single product line.Doubled inventory turns. Reduced on-hand inventory by 19.56%.Achieved daily and monthly shipping dollar record for serial production.Achieved monthly shipping dollar record for 145 Repair Station.

Improved On Time Delivery from 50% to 99.12% in 3 monthsReduced a 10% past due backlog to 0% in 5 monthsReduced rework jobs by 50% due to improved quality and supply chain processes.Implemented a company wide Lean Six Sigma program, including all employees becoming certified. Averaged 15 to 20 active continuous improvement projects running at a time. Utilized the DMAIC process for all continuous improvement initiatives. Successfully reduced costs of -7% margin program, making it a 18% margin program.Utilizing DMAIC principles, successfully improved quality defect rating from 45% to 98%. The noted quality issues have been present for over 15 years.Led the company to fully utilize Oracle as the main method of managing the business. Previously only used as a method to manage sales orders.

Direct Engineering, Production, Customer Service, Facilities, Supply Chain and Human Resources.Completed a consolidation of the Florida and North Carolina facilities, including a major construction project to accomplish the consolidation.Successful is obtaining a grant for expansion of the North Carolina facility. 27% reduction in raw and finished goods inventory.25% reduction in overhead salary costs.Improved annual inventory variance from 14% to .1%.Increased hours cleared per direct labor head by 20%.Developed a partnership with local college to aid in employee training.Participate in STEM program at local middle and high school.

Reduced WIP by 56% while maintaining same sales volume.Developed a stocking program servicing customers in 24 hours vs. 10 weeks.Improved OTD from 54% to 98%.Reduced scrap cost by 66%.Maintained labor 11% below budget.

Directed Production, Customer Service, Supply Chain and Program Management.Prepared, monitored, analyzed and reporteed key operational and financial metrics.Managed company’s risk profile, budgets, accounting, legal and treasury functions.Directed all new customer programs and additional statements of work.Improved on-time delivery from 60% to 99.8% in 6 months.Developed proper costing methods to maximize gross profit.Managed the sale of assets of a closed facility due to an on-shore activity.Managed the installation of a new processing line.Developed vision and strategic 5-year growth plan.Assisted the owner in the sale and/or merger of the business.

Joined team during plant start-up phase.Implemented point of use inventory program for operations.Authorized agent of the company with responsibility for managing all supplier-related activities and authority to commit company resources.Managed largest supplier development program for the North Carolina site.Traveled to suppliers to manage their facilities to better support Spirit programs.Represented Supply Chain and various lean events and employee forums.Received CEO Discretionary Award.Served as a representative of Spirit Aerosystems for college career fairs.Served as a mentor for the STEM East educational program.

Managed major purchasing duties for raw plastic commodities, outsourced services, injection molded finished parts, packaging commodity and fasteners. Oversaw materials spend of $60 Million from a supply base consisting of over 45 vendors.Implemented $8 Million in negotiated cost savings through the implementation of 49 cost saving supplier negotiations and 150 engineering change projects.Analyzed financial and operational statistics for potential suppliers.Developed and maintained annual budget of $172 Million for purchasing team.Developed injection molding tool database to track repairs costs and changes to each tool, which aided in proper budgeting of repairs.Worked with the global purchasing team to develop a strategy for low cost country supply base for a cost savings of $330 Thousand.Developed budget, cost savings tracking and project management procedures to ensure all cost reduction requirements were implemented.Served as the liaison between outside global supply base and internal departments.

Joined team during company startup. Held positions in operations, sourcing/purchasing, logistics, customer service and sales.Managed payroll, production, planning, supply chain and logisticsIncreased production by 51% by implementing Lean Manufacturing concepts, by offering performance driven incentives and by tracking productivity weekly. Decreased lead times from 10 – 14 days to 5 – 7 days.Lowered the cost of goods sold by 12%. Decreased inventory levels by 20%.Increased inventory turnover from 6 times per year to 18 times per year.Guided a Lean Manufacturing event process with an annual cost savings and increase in production totaling $630 Thousand.Kept same employee level and fleet count with a 64% increase in sales, while maintaining a 4.3% shipping cost to sales dollars ratio.