Exceeded client commitments, stakeholder management and budget management of this supply chain and operations consulting firm, delivering measurable cash and EBITDA, and delivering engagement initiatives within a predetermined timeframe and budget.• For a $2B 3PL/wholesale distributor, reduced $4.3MM of outbound freight costs across seven distribution centers by utilizing fleet route modeling optimization enabling significant reductions in asset lease costs and dedicated carrier service costs.• For a $1B durable organization systems manufacturer, improved productivity 10% by prioritizing and defining part families dedicated to specific press lines, reducing changeover times, reducing unplanned downtime on two high-volume assembly machines, implementing SKU rationalization, and establishing the framework for an automated production planning tool. Delivered value of $1.9MM with an ROI of 4:1.

Structured and led strategic client engagements for this operational excellence and supply chain management consulting practice. Focus on surpassing performance goals of private equity and publicly traded companies in the manufacturing sector. Accountable for P&L, business development, proposal writing, contract negotiations, operational diagnostics, financial analysis and improvement plan implementation. • Implemented a multi-site Daily Operations Management System at a leading global agribusiness. Included KPI development, tier meeting process, gemba, leader standard work, A3 problem-solving, kaizen. Increased YOY productivity actual 9.7% v. 5.0% target. • Developed and implemented operational excellence strategies to achieve 33% throughput increase resulting in $19.25MM of incremental margin impact for a leading global manufacturer of cooling towers and evaporative fluid coolers. • Led operational transformation of world’s leading manufacturer of municipal pipeline inspection equipment and specialty vehicles. Achieved 32% throughput improvement, enabling top line growth, and 33% lead time reduction while maintaining current headcount. Reduced $6MM (36%) inventory while achieving 34% warehouse productivity improvement. • Facilitated operations turnaround strategy for leading global producer of functional slide hardware. Optimized production footprint, liberated 60,000 ft2 for future growth, 70% subassembly WIP reduction, 29% average per-unit cost reduction, $10MM annualized savings at an ROI of 20:1. • Led operational improvement at a manufacturer of hydronic comfort heating systems. Performed operational diagnostic, implemented daily management system, facilitated SMED (stamping & brake press), FG warehouse kaizen ($362K savings 3PL whse elimination), consolidated 2 assembly lines into one to run every day at level load TAKT, parts supermarket and rightsized lineside inventory, 9HC ~$360K direct labor cost reduction.

Structured and led strategic client engagements for this operational excellence and supply chain management consulting practice. Focus on surpassing performance goals of manufacturing companies. Accountable for P&L, business development, proposal writing, contract negotiations, operational diagnostics, financial analysis and improvement plan implementation.

Directed daily business operations for $200MM P&L private equity portco and leading branded and private-label producer and distributor of automotive antifreeze/coolant and car care/performance chemicals. Customers included retail and OEM.• Led all manufacturing operations, including safety, production, quality, and financial performance. Processes included chemical mixing/blending, blow molding, filling, packaging, warehousing, shipping & receiving.• Managed team performance of production operations, finance, quality, engineering, materials management and logistics, maintenance and human resources through six direct reports and 100 production associates.• Ensured appropriate resource allocation by producing operating budget plans based on customer forecasts and capacity planning.• Drove A3 project strategy eliminating $4.6MM in operating costs while identifying $2.1MM in additional cost savings opportunities.• Championed behavior-based safety audits and corrective actions.

Directed daily operations across multi-site $120MM P&L for FDA-regulated, beverage packaging industry, private equity portfolio company manufacturer and distributor of blow-molded rigid plastic containers.• Architect and leader for strategic initiative planning, execution, operational budget and financial performance.• Managed team performance of production operations, finance, quality, engineering, materials management and logistics, maintenance and human resources through 12 direct reports and 130 production associates.• Overcame 11% sales decline delivering 61% YOY EBITDA improvement by eliminating redundant blow-molding machine, rationalizing product portfolio via up-cavitating multiple SKUs to larger platforms lowering operations costs by $3.2MM, improving Overall Equipment Effectiveness (OEE) from 56% to 72% and reducing changeover time 73% on underperforming line.• Increased customer satisfaction 27% utilizing analytical team problem solving.

Delivered operational excellence by driving business process improvements on a global scale for this B2B provider of warehousing & supply chain solutions for records management, data backup & recovery, document management, secure shredding, and data centers. • Staffed and managed a top-performing team of five regional deployment directors and an additional 30 personnel across five regions in North America, South America, Europe, Asia, and Australia/NZ, with over 80,000 clients in 24 countries. • Established the vision and strategic direction to transform the global business improvement process from a purely project-based program to a sustainable cultural-based business strategy by aligning each regional team with the executive leadership team's agenda via hoshin planning, enhanced training and certification processes, implementing mentoring and leadership talent development opportunities and deploying a web-based project portfolio management system.• Developed regional annual operating plans and created global project roadmap supporting 4% YOY EBITDA margin growth objective by delivering $62MM in worldwide cost savings over three years. • Collaborated with executive and functional leadership teams during establishment of the Shared Services Organization in Romania for Accounts Payable, Accounts Receivable, Customer Care, and Data Entry, boosting gross margins and customer satisfaction.• Partnered with seven-nation Asia region as architect and leader of Daily Continuous Improvement, achieving 100% employee engagement.

Lean transformation leader for the global supply chain of this worldwide marketer of consumer goods and commercial products, with accountability for four production facilities in the United States, Canada, Mexico, and China and suppliers throughout the United States, Mexico, China, Thailand, and Vietnam. • Directed a high-performing team of four Operational Excellence Managers and three Productivity Value Engineers, achieving $10MM in cost savings, including 5% YOY supply base cost reduction, across multiple facilities through the development and execution of over 300 projects. • Captured substantial gains in market share and innovation, informed by the SIOP and new product development processes, creating and implementing the manufacturing plan for blind and shade cutting machines installed in over 1000 Lowe’s Home Improvement stores. • Spearheaded the consolidation of two production facilities in the United States, garnering annual labor and operating expense synergies valued at $2.3MM.

Turned around operational performance at this $600MM division dedicated to private and business jet aircraft completions. Leader for hiring, motivating, goal-setting and performance management of a top team of manufacturing engineers dedicated to securing gains in key performance metrics across sheet metal, cabinetry, seating, avionics, assembly and paint value streams. • Instituted a line-side supermarket pull inventory management system that eliminated stock-outs, translating to a 35% improvement in on-time-delivery. • Championed the adoption of cellular manufacturing methodologies lowering aircraft seat manufacturing cycle time by 50%. • Reduced cycle time and reduced rework by over $1MM per year by converting an outmoded wood laminate solvent-based coating process to a state-of-the-art, UV-cured water-based process. • Initiated 5S methodology and leveraged 5S & safety audits resulting in improved workplace organization and reduced safety risk.

Built and implemented the Lean Six Sigma strategy, policies and infrastructure for this provider of aerospace component manufacturing and repair services, improving the performance of nine production facilities in the United States, the United Kingdom, and Singapore. • Mentored 13 Six Sigma Black Belts and 40 Six Sigma Green Belts to achieve significant improvements to KPIs and $15.7MM in productivity savings. • Directed a thrust reverser value stream project that improved throughput by 50%, reduced WIP inventory by 40%, and generated $5.76MM in additional revenue each year. • Oversaw ISO 9001 and AS 9100 quality and regulatory management systems.

Primary inside sales and customer-facing support chartered with establishing, implementing, managing, monitoring and improving the Inquiry-Order-To-Remittance (IOTR) process for the military spare parts distribution system.• Achieved 67% labor reduction and improved customer responsiveness while managing 24% ($360MM) of the military spares business accounts by developing and executing a project plan to outsource administrative work content (i.e. RFQ and order entry, database management, correspondence, telephone inquiries) to the customer support center (CSC), a contracted call center service.• Received a leadership recognition award for spearheading a joint GEAE/US Air Force team in transforming a manual ordering system into an electronic ordering capability via electronic data interchange (EDI). Reduced channels of transactional distribution from four (phone, fax, email, U.S. mail) to one (EDI) resulting in a 75% administrative lead-time reduction.• Increased On-Time Delivery (OTD) from 91.5% to 95% by reducing bottlenecks in coordination with the supply chain team. Reduced average request for quote (RFQ) turn around time by 72% through data analysis and a weekly rhythm of follow-up actions. Delighted DCMA customer by digitizing a customer-critical contractual requirements report previously generated manually.• Leveraged Siebel, Oracle’s comprehensive CRM system, to order management and supporting organizations. This digitized solution transformed a manual record keeping process from a paper folder file system into a web-based case record database resulting in greatly improved record organization and 75% reduction in related administrative activity.

Leveraged leadership skills to drive Six Sigma strategy and execution. Cultivated Six Sigma skill sets and developed project leaders through educating, coaching, and mentoring 45 Six Sigma practitioners (Green Belts) and hourly employees on Six Sigma philosophy and application.• As Productivity Y leader, delivered substantial financial benefits to the business by engaging and energizing Green Belts and leadership team. Exceeded Six Sigma productivity goal by an average of 11.4% over two fiscal years.• Stabilized output through Lean activities including Action Work Out (AWO), toll-gating, standard work, simplified routers, POU tooling and workstation development resulting in 32% cycle span reduction for OEM hardware.

• Introduced the company’s first all-electric, state-of-the art CNC rotary-draw tube bending machines, tooling, and training resulting in increased throughput via elimination of butt-welding operations. Capex project valued at $1.4MM, annually.• Implemented the company’s fi rst 5-axis CO2 laser cutting/drilling operation reducing annual outsourcing costs by $500K.• Cellularized cleaning, hydrostatic pressure testing, and fluorescent penetrant inspection (FPI) for product repair operations yielding 50% productivity increase over the previous cleaning process and 35% non-destructive testing (NDT) productivity improvement.• Managed the upgrade of used and the procurement of new component repair steam cleaning facilities resulting in $125K annual productivity improvement. Implemented a projectile tube cleaning system resulting in $90K annual productivity improvement.

Project manager for a $4MM capital budget chartered with conceiving and executing the start-up of a high volume, 3-shift, 120 union-employee metal finishing operation and distribution system supplying a $450MM Tier 1 automotive engine mount components plant. • Successfully launched this strategic insourcing initiative on schedule and within budget. • Established production requirements for high volume (200,000 part daily capacity) metal finishing processes including zinc phosphate, aluminum etching, caustic degreasing, grit blast, and all associated material handling equipment.• Developed detailed technical specifications for new pretreatment facilities and controls, developed RFPs, analyzed competitive proposals, and presented recommendations to purchasing management. Drove and coordinated bid review, negotiations, supplier evaluation and selection. Utilized project management skills to closely monitor and guide suppliers through design, build and installation. • Managed the layout and installation of new equipment with project team, plant engineering, and maintenance. Coordinated equipment runoff, troubleshooting, and start of production. Authored all advanced product quality planning documentation, operator instructions, preventive maintenance, and provided training per QS9000 requirements.• Developed and implemented the distribution system including pack-out design, shipping/receiving area design, and “milk-run” delivery schedules to the assembly plant resulting in zero line stoppages. • Managed new product introduction including estimates, facilities, tooling, operations, and coordination of Production Part Approval Process (PPAP). Led cross-functional kaizen workshop teams identifying and delivering $1.25MM cost avoidance.