Specializes in securing the best valued short sales and foreclosed homes that require total rehab. Our seasoned team of professionals will rehab the house which is then sold through private channels to Christians in need at below market prices.

P&L responsibility for the Construction Division of L.S. Starrett.

Position created to improve and speed penetration into markets served while supporting organic growth through introduction of new profitable products sourced internationally while driving costs out of the legacy Supply Chain.Built a sourcing team responsible for outsourcing major product lines. Broad spectrums of foreign suppliers were identified and developed from Taiwan, China, India, Vietnam, Malaysia and Eastern Europe. Overall savings averaged 50% off variable costs.Lead 13 operations in reducing costs and lead-times within the Supply Chain.Established and led numerous global initiatives to increase competitiveness through hands-on strategic sourcing. Drove top line growth through the introduction of new products sourced internationally.Achieved a multimillion dollar incremental cost improvement year over year, despite record high global pressures on steel, plastics and oil.Reduced inventory levels of sourced finished goods by 40% through aggressive planning, logistics, including effective consignment inventory contracts with major Asian suppliers.Improved service levels through better planning, execution, lead-time reduction and inventory programs by focusing on a better understanding of the customers and the markets served.Initiated 135 reverse auctions averaging 15% cost reductions on direct and indirect spend.

Responsible for 7 manufacturing operations with sales of $250M.Driven top line growth by increasing speed to market, initiated a program to differentiate the various product lines between core and specials resulting in complete layout of the manufacturing sites including restructuring support functions. Results obtained were:Service levels improved and maintained at a minimum of 95% on core business.Ability to promise and deliver specials at 98%.Reduced fixed headcount by 32%.Effective utilization of remaining capital equipment.Inventory reduction levels by 30%Consolidation of 4 manufacturing operations into one.Completed a full and state-of-the-art flow operations in a $40M business unit within 1 year.

Understood the important drivers for a successful sales force by building credibility with the development of a reflex concept and improving the plant's overall ability to promise and deliver.Reduced throughput time to marketplace from an average of 8 weeks to 3 days for core items.Reduced overall headcount by 22%Reduced inventory levels at 9 service centers by 48% due to throughput reduction and 52% at the manufacturing site.Developed and streamlined reporting systems for Managers by emphasizing material growth drivers and improved management information.

Lead and managed logistical team through the implementation of SAP throughout 9 operations internationally under budget and within planned time lines.

Assisted and supported in growing the business three hundred percent.Maintained 98% off the shelve service on core business.Developed and implemented an enterprise wide reporting system.Implemented continuous improvement programs resulting in maintaining a lean highly profitable organization.; Manufacturer of industrial and consumer grade 1986 hand tools.