Todd Gregson Email & Phone Number

Tucson, AZ, US

Tucson, Arizona, United States

Responsible for driving the vision and global delivery for priority clients at Genpact. Ensuring that the expansion, delivery and services are consistent and aligned. Making sure the operations are setup for success and drive worldwide transformational value for their supply chain operations.

Tucson, Arizona, United States

Responsible for providing deep subject matter expertise in supply chain planning. As a member of the Supply Chain Management/Intelligent Operations team I am helping to shape the future of Genpact's partners and clients. My goal is to grow the already existing supply chain centers of excellence for our customers around the world. We will be recruiting and.

Arizona, United States

After working nearly two decades in the Aerospace industry, I am pleased to announce I have a focus on real estate, servicing both Phoenix and Tucson. I offer my clients the best possible advantage in today’s real estate environment. I have great connections and experiences to help you through the challenges of any real estate transaction.I have lived in.

Arizona, United States

• Lead company strategy and deployment of materials planning, S&OP and Logistics standards and procedures
• Exercised appropriate cost control to meet budget restrictions and maximize profitability.
• Established and administered annual budget with effective controls to prevent overages, minimize burn rate and support annual objectives.
• Strategically coordinated operations according to objectives and capabilities, effectively allocating resources to meet demands
• Mitigated financial discrepancies by efficiently managing budget and payroll operations.
• Identified and solved issues with production, workforce and material sourcing to drive business objectives.

Phoenix, Arizona

• Lead team of 3 Directors, 10 Managers and 110 planners across 19 domestic and global factories.
• Instituted formal operating procedures and enforced adherence to policies and regulations that impacted bottom-line.
• Prioritized and allocated valuable resources to meet business targets.
• Improved customer experiences to increase delivery rates, reduced defects and enhanced support services.
• Planned and integrated project and program schedules.
• Set strategic plans and annual operating goals to strengthen operations and drive growth.

Phoenix, Arizona Area

• Planning leader for foreign and domestic sites
• Investigated and integrated new strategies to expand business operations and grow customer performance.
• Drove business success by maintaining and applying current knowledge of supply chain, analytics and stocking levels to meet customer demand and reduce working capital
• Responsible for $1.2B of spend, budgeting, staffing, process improvement, standard work creation, and deployment.
• Completed Leadership Development Program – April 2013.
• Developed high performing team that has delivered exceeding requirement results in key performance areas

• Responsibilities included: financial analysis, organizational development, process improvement, standard work and desk procedure creation, work load analysis, tool development and product mapping.
• Developed and initiated projects, including managing costs, schedule and performance.
• Developed implementation methodologies to rein in project costs while meeting key milestones.
• Completed all assignments ahead of deadline.
• Adhered to industry practices, company standards and safety protocols in all work.
• Served as technical liaison, supporting planning, engineering, management, procurement, sales and marketing, quality assurance and supply base.

• Developed safety stock process that led to $10.8M inventory reduction by identifying critical 45 parts needing to be stocked at cost of $1.4M and eliminating Boeing past due by Q2 2009.
• Verified parts and materials through audit inspections and independent checks.
• Oversaw training and onboarding process for all newly hired employees within Engine Product Center.
• Monitored processes and procedures, making sure company met compliance regulations.
• Mentored and supported 30 planner and analysts to create strong workplace culture.
• Led development of ABC Optimization process to evaluate order policy that is used as Honeywell standard today.

• Responsible for analysis of $270M inventory and $.17B in spend for two domestic and five international sites.
• Recruited, interviewed and hired staff members offering exceptional talent and brought great skills to team.
• Participated in Annual Operating Plan development for Engines Product Center
• Delivered financial oversight and advice to corporate stakeholders to improve strategic planning.
• Reviewed statistical information to determine financial trends for use in investment planning.
• Developed forecasting tools to analyze revenue variance, business pipeline and industry trends.

• Responsible for analysis of $270M inventory and $.17B in spend for two domestic and five international sites.
• Recruited, interviewed and hired staff members offering exceptional talent and brought great skills to team.
• Participated in Annual Operating Plan development for Engines Product Center
• Delivered financial oversight and advice to corporate stakeholders to improve strategic planning.
• Reviewed statistical information to determine financial trends for use in investment planning.
• Developed forecasting tools to analyze revenue variance, business pipeline and industry trends.

Key member of business segment restructuring teamResponsible for businesses P&LDeveloped annual operating plan and forecastLed company in financial operations resultsDrove profitability to exceed plan in 4 consecutive yearsLed successful negotiations on 92 vendor and customer contractsCore team in creating new home automation business for CompUSA with.

Implemented $100M Regional computer part business for CompUSADeveloped business management training programDirected large staff in multiple marketsCollaborated between business segments to drive salesCoordinated the implementation of SAP, SIEBEL and MXP

Drove profitability to 185% over plan first yearIncreased sales from $285,000 to $594,000Identified accounting errors that led to a $21,000 P&L credit in one year