Todd Linerode Email & Phone Number

Charlotte, North Carolina, United States

Charlotte, North Carolina Area

Responsible for the continuous improvement strategy and program structure across the Mears and Infrasource businesses. Responsible for working with organizational leaders to deploy the structure and mechanisms to implement continuous improvement strategies, coordinate and facilitate Kaizen events, implement training, as well as coaching the organization on lean methodologies and thinking. Working in close partnership with functional leaders to use lean principles to drive out waste, attaining critical productivity, quality, customer satisfaction, and employee engagement goals.

Charlotte, North Carolina

Leading a highly engaged Planning and Progression organization that consists of 134 associates in 5 states. This group forecasts, plans, prepares, dispatches and closes more than a 1,000,000 orders per year. We support more than 1,000 internal and external resources and are developing the future leaders of the company. Highlights • Led the Organization through a “stabilize, Standardize, Optimize” journey following a major technology implementation, Passed all 21 NCUC audits in 2018• Worked with a Data Performance team to establish enterprise wide business and compliance metrics • Asked to consult with 2 internal digital transformation Agile teams. Supporting the product owner and scrum masters on strategy guidance and digital transformation road map• Leveraging design thinking, agile methodology and change management to implement AI, RPA, and IOS solutions

Charlotte, North Carolina

Responsible for establishing and implementing an enterprise quality management system focused on the customer experience, eliminating waste and improving employee engagement. Trained 36 green belts and several hundred yellow belts. Responsible for the strategy and execution of the continuous improvement journey.

Charlotte, North Carolina Area

Responsible for the major operational improvement initiatives of the organization which include: the turn around of the rotational molding business, establishing the global supply chain strategy and consolidation of the two domestic manufacturing businesses into one center of excellence. The COE project required establishing the business case, securing contractors, building a 60K sq ft building, moving large industrial equipment, introducing technology solutions and transferring production. Reported to the 2 divisional presidents

In this role I was essentially in a plant manager’s roll responsible for the turn around of a high profile acquisition in Dongguan, China. This 1600 employee factory was responsible for two of the largest new product introductions in Sharpie’s history, the Sharpie RT and Sharpie Mini. Reported to the president of global manufacturing and supply chain. Was offered the V.P. of Operations - Asia roll but declined the relocation to Hong Kong due to the age of my children.

Led the Newell Rubbermaid corporate OPEX team that established the global Lean manufacturing training material and best practice website.

Championed the business systems improvement effort focused on improving service level and reducing inventory. The $275M Irwin Industrial tools company businesses were located in the United States, New Zealand, China and Brazil. Reported to the division President

Responsible for establishing a continuous improvement culture for the $500MM Levolor-Kirsch drapery hardware and window covering business with 8 plants within the United States and Mexico. Reported to the VP of Operations.

Various roles with progressively increasing responsibility with assignments in Beloit, WI. Hampstead, MD. Fort Mill SC. I was a key member of a team responsible for the turn around of the Beloit facility. This factory was called the Crown Jewell by the group president. Was 1 of 3 people assigned to a plant manager in training program.