Owner of the company and oversee all aspects of 3rd generation family warehousing and logistics business. B&D Warehouse has been in business since 1950. We own and operate over 425,000 square feet of general merchandise and food grade public warehousing in Green Bay and Wausau, WI. Our customer base includes Fortune 500 companies as well as small and medium size manufacturers. We have equipment to handle pallets, boxes, rolls, and pulp and service various industries including paper, plastics, packaging, and lumber. We are serviced by CN railroad and can transload product. We also provide value-added services including labeling, wrapping, order fulfillment, cross docking, and freight damage repair.

Served as Chair of the Board for the Greater Green Bay area from August 2019-July 2023.

Serving on the board to provide business perspective into the classroom curriculum.

Serving on the board to provide business perspective into the classroom curriculum.

Serving on the board to provide business perspective into the classroom curriculum.

Led the business operations planning (production and demand planning) for a team of 4 direct reports and 12 indirect reports across multiple business units for a private equity company. • Implemented S&OP Process for Consumer business, including executive, supply, and demand reviews which enabled coordinated efforts across business functions.

Led a team of 16 people, across company logistics operations including: purchasing, planning, customer service, transportation, and warehousing operations for a privately held company.• Improved customer on-time service levels from 80% to 95% by establishing process discipline and reducing order entry exceptions to customer lead times.• Reduced headcount by 15% through process improvements and leveraging WMS capability.• Reduced inventory levels of externally sourced product by $100,000 by analyzing sales data and leveraging newly installed WMS system.• Established a fork lift fleet management program by identifying trucks past their economic life and eliminating unnecessary trucks. Cut yearly maintenance costs by $25,000 through these efforts.• Managed the exit transition of company’s largest account, resulting in minimal write-offs. Restructured department to accommodate change in sales volumes.• Maintained sales relationship, coordinated all shipments, and managed material needs and asset scheduling to support incremental sales opportunity from competitor. Incremental sales resulted in customer being ranked in Top 10 for the year.

Served on the Board of Directors for a non-profit organization to help disadvantaged and low income families in the Fox Cities.

Worked with a non-profit organization by rebuilding houses for disadvantaged and low income families in the Fox Cities.

Led a local Cub Scout den and organized all corresponding activities to ensure the boys attained their Wolf badge by the completion of the school year.

Managed a team of 12 tactical planners for the Huggies and Pull-Ups brands, controlling production at three U.S. mills with North American net sales topping $1.5 billion.• Centralized six mill production planners to corporate office without disruption to mill service despite mill opposition. Collaborated with mills to ensure responsibilities were covered prior to centralization; contacted mills monthly post-centralization to ensure a seamless transition. • Coached and developed team members by conducting monthly 1:1s and weekly team communication meetings, managing by walking around, and providing timely performance feedback. Resulted in no unplanned vacancies and in promotions for 6 of 6 eligible team members.

Drove supply chain efficiencies between Kimberly-Clark and Walmart / Sam’s Club as a customer team project manager, supporting sales of $2 billion. • Leveraged RFID data to capture 20% promotional growth in Adult Care category. Utilized daily reads on tagged items by reporting projected shelf out-of-stocks to Walmart stores, which allowed their store operations to better direct replenishment activities. • Created “Order Management from a Supplier Perspective” presentation through collaboration with experienced Walmart replenishment associates. Conducted four training sessions for new Walmart replenishment managers. Resulted in “seat at the table” for future supply chain initiatives, including a lean replenishment pilot.• Generated $2.6MM in annual distribution savings through more mill direct shipments to Wal-Mart. Produced savings through close collaboration with internal Kimberly-Clark supply chain roles and with Wal-Mart replenishment.

Planned long-term production capacity by providing analysis and leading S&OP process for US and Canadian Kleenex and Private Label facial tissue, with sales over $1 billion.• Leveraged S&OP meetings to drive decision making and ensure alignment among key stakeholders. Established buy-in to maintain inventory levels at or below 35 day target, while managing transfer volume at 55% target level. • Determined production locations for new products, including Kleenex Anti-Viral, Ovals, and Naturals, through analysis of linear programming model and collaborating with mill, corporate, and finance resources. Recommended potential savings of over $2.5 million for existing products by modifying the production footprint and relocating assets.

Planned short-term production capacity, managed customer service levels, and executed new product launches for US and Canadian Kleenex and Private Label facial tissue.• Attained customer service levels above 99.2% objective despite seasonality challenges and multiple rollovers within facial tissue business. Provided work direction to mill planners, forecasting, and deployment while collaborating with marketing to exceed objective. • Reduced obsolete stock write-offs by 65% through vigilant management of slow-moving stock process each month. Partnered with sales and marketing to discount product rather than maintain in inventory.

Forecasted 40 stock codes for US and Canadian Scott Bath, Scott Napkin, and Private Label bath volumes over a 17-week period, covering annual sales over $1 billion. • Maintained product line accuracy from 98-104%, at or above +/-5% objective, despite rollovers and new business growth by collaborating with marketing and sales. Developed tracking mechanism for larger customers to improve forecast accuracy.

Maximized space utilization and product flow for 550 stock codes in 535,000 sq. ft. DC.• Recognized leaning stack issues in warehouse and collaborated with KDF supplier, converting, and maintenance to reduce internally produced finished supply damage by 4%.

Scheduled production for 50 codes worth $250 million in sales on nine converting assets and sustained raw material inventory levels of $4 million.