Multi-Site responsibility for the $450MM+ Hard Goods Manufacturing group in North America as well as acting Site Leader for the Miami operations. Primary focus on building and fostering a positive work culture through effective leadership, collaboration, and team-building in order to exceed the strategic goals. I was promoted due to my Miami team’s accomplishments as change agents and turnaround experts with the goal of broadening those activities throughout the other sites.

Accountable for all production activities (printing, packing, quality, planning, and capital expenditures) including budgetary compliance within this $150+MM promotional products company. I was hired to use my Lean Manufacturing skills to improve production efficiencies as well as gain capacity for their rapid growth plan.

Provide consulting services in the following areas:• Lean Manufacturing Implementation – Greenfield or experienced• Quality System Implementation – ISO, AS, or GMP compliant• Human Resources – Succession Planning and Management Development (Coaching)• General Management – Strategic Planning and Business Development

As part of the Executive Management Team/Board within a $20MM+ multi-site candle company, I was accountable for all operational activities (supply chain, planning, R&D, facility, and assembly) with full P&L responsibility. I had full involvement with creating the strategic plan for Illume and leading the execution of this plan throughout operations.

Culpable for all manufacturing activities (supply chain, planning, facility, and assembly) including full P&L responsibility within a multi-site candle company. I was hired to transform the manufacturing segment into a Continuous Improvement environment. As part of the Executive Board which includes the private equity owners, I educated them on the Lean manufacturing tools I was going to use to transform the operations within Illume. By using these tools, I took a company who had lost money for three years in a row to a profitable company in one year.

Responsible for all production/facility activities including full budgetary accountability for a $70MM Air Data work unit. I was hired to turnaround this legacy line by using Lean manufacturing principles in order to become “World Class.” Air Data was the largest and most profitable business unit within Goodrich Sensor Systems. It consisted of 150 Instrument Builders and Machinists, 7 Supervisors, 7 Manufacturing Engineers, and 4 Planners. During my tenure, we grew from $61MM to $70MM due to the growth within Boeing, Airbus, and Lockheed Martin. We were able to handle the growth due to my leadership and by using Lean manufacturing.

With full P&L responsibility, I was accountable for all operational/facility activities within this small PVD coating company environment. In addition, I worked with vendors as well as customers (IGT and Amana) to improve relationships within the manufacturing realm. I was primarily acting as a project manager with a change-agent mentality.

Accountable from cradle-to-grave the start-up of the telecom manufacturing department within this electronic enclosure company. This start-up included capital acquisitions, staffing, cell configuration, new technology, personnel development, and process flow using Kaizen principles. I facilitated all production activities within the telecom division for customers such as Lucent, Nortel, IBM, and Ericsson. I have supervised up to 110 people, including 5 Line Supervisors and led several improvement efforts.

I was trusted to direct production activities within the electronic enclosures legacy department that included up to 45 people on 3 lines. Due to my technical expertise, my department produced all of the “Custom” products. I was promoted and chosen to be the new start-up Telecom Assembly Lead due to my exceptional development skills and ultimately my bottom-line results.

Starting as an Assembler, I was moved into the “Second” position based on my performance. As the Asst. Line Supervisor, I helped direct from cradle-to-grave all cubicle units. During this period, I learned every process in building these units. In addition, I was mentored by my Supervisor on how to utilize soft skills. As an assembler, I still hold the record for the most “Custom Electronic Enclosure Units” wired in an eight-hour day. I was promoted to Line Supervisor because of such diligence and my proven track record.