Leader for Henkel Adhesive Operations North American Distribution. Oversight of 16 distribution centers in US and Canada.

Responsible for leading DMA’s strategic focus for six company distribution facilities and two 3PL fulfillment locations.

Transformed the inadequate startup of 3PL in Ontario, California, hitting targets in one month and SLAs in three months. Led network design and implementation of geographical location, 3PL selection, WMS systems, and decommissioning of existing location. Managed three direct reports, 120 indirect reports, due diligence work, and consolidation of warehouse space into one streamlined location.· $4 million in annualized savings achieved by completing a feasibility study to consolidate warehouse space and moving into a 300,000 square foot warehouse to run all North American warehousing operations from one location.· $2.1 million startup of new warehouse accomplished including transferring and purchasing equipment and working with local governments to ensure legal compliance.· Drove budget planning for projects ranging from $615,000 to $1.8 million within a preset timeframe achieving all budgetary constraints.· $615,000 new software transition and launch from SAP to Red Prairie attained determining all business requirements, completing sign-offs, and designing user acceptance testing (UAT) with formal scripts.

Transitioned from Phoenix to the Sanford plant during the Coty acquisition of Philosophy. Directed the move and reengineering of kit assembly manufacturing processes and distribution center. Started operations including hard cutover for all shipping. Coached and mentored teams charged with remodeling the status quo for change management.· $300,000 in additional incremental sales realized through labor flexibility of the end-to-end supply chain flow for short notice orders and regular production needs.· Hired, trained, and launched a new department team within four months of business transition.· $150,000 annual reduction in material handling labor reached by redesigning the kit assembly area to improve product flow throughout the department.

Managed three business unit managers, 230 employees, transportation, kitting, maintenance, inbound, replenishment, picking, packing, and shipping. Focused on safety, quality, and cost. Reduced injuries 93% during tenure.· $750,000 cost savings and 40% increased efficiency gained by implementing the Next View labor management system (LMS) to apply, maintain, and track engineered labor standards.· Selected as part of a collaborative, international team working with Kotter International on “Leading Bold Change,” resulting in cultural changes and significant cost savings.· Drove enhanced understanding of end-to-end supply chain costs by creating a detailed annual budget based on month-to-month changes in labor needed to perform tasks.

Teacher instructing Algebra I, Algebra II, Geometry and ACT Prep to over 130 high school students per year. Member Hampton High School’s data team. In-service presenter on new technologies and differentiated instruction.

One of four operations managers overseeing a warehousing and distribution facility shipping 40,000 units daily. Managed a team of 130 employees in packaging and shipping, night-shift operations, maintenance, improvement goals, budget, staffing needs, and vendor negotiations.· $100,000 direct cost savings generated per year and improved facility cleanliness by implementing a change from packing peanuts to air bags in all shipped packages.· Developed an accurate, configurable financial and staffing budget from the ground up by using time studies to determine key elements of the assembly line process for packaging and shipping.· $80,000 savings earned by reconfiguring operations from four into three shifts allowing for a reactive versus preventative maintenance schedule.