Promoted to lead a multi-site, vertically integrated operation in an increasingly complex selling environment. • Created a shared vision to focus all teams on a common goal of maintaining an edge on competition. • Increased yield in veneer processing resulting in resulting in $534,000/year reduction in material costs.• Implemented new process parameters and standardization in pressing department which reduced downgrade by 75% or a material revenue increase of $143,000/year. • With the increase in SKU development of more than 100%, implemented a statistical process to reduce inventory while increasing on time customer delivery.

Director of Manufacturing Operations, Johnson City, TNDirecting all facets of manufacturing for $60 million revenue hard wood flooring producer.•Increased Engineered flooring line productivity by 21% with process and engineering changes resulting in $223,000/year reduction in labor costs.•Consolidated texturing and pre-treatment lines which decreased inventory and lead time by 50% and doubled production capacity. •Developed scraping machine line to reduce hand scrapping costs by 70% creating an additional $273,000 to bottom line profit.•Developed inventory management system increasing accuracy from 82% to 99%.•Instituted strict Bill of Material and work order processes which reduced material variance by 50%.

VP of Operations, Ashland City, TN (2009–2010)Triton Boats – Manufacturing Triton/Trophy/Lund fiberglass fishing boats• Reduced work in process inventory by $450 thousand through the implementation of Lean manufacturing.• Improved labor variance by 15% using cellular manufacturing techniques and one piece flow. • Targeted $700 thousand reduction in raw material with the development of a materials management system.• Reduced incident rate 50% through the creation a safe work environment by conducting monthly meetings that focused on safety and housekeeping. • Cut end-of-line defects by 80% by establishing floor level metrics with facilitated weekly follow-up on internal supplier action plans.Plant manager, Roseburg, OR (2007–2009)US Marine – Manufacturing Bayliner/Maxum cabin cruisersDirected seven managers in a highly integrated manufacturing operation with a total of 280 employees and $80 million in revenue. • Reduced lead time by three days through the implementation of Lean manufacturing using the mini-business concept.• Improved labor variance by 20% after implementing management process changes.• Created an employee led committee to improve morale. Complete culture change ensued by tying management’s performance to the implementation of the committee’s action plans.• Designed and implemented a leadership development process which accelerated the cultural change associated with the Lean implementation.• Reduced material variance by 46% year-on-year by focus on stringent bill of material, inventory and second quality processes.

Danville, VA Recruited to lead four manufacturing facilities, which grew to eight as the company expanded to 1625 employees and $230 million in revenue. Managed all operations related to manufacturing, purchasing, logistics, product development, claims and inventory control.•Led the strategic planning process for the division which resulted in reorganization and the acquisition of 2 manufacturing facilities in Malaysia.•Realized a $2.8 million improvement in net profit within one year in the Engineered flooring plant after implementing a continuous improvement philosophy.•Improved service levels 45% after developing and implementing the scheduling of finished goods and a raw material control system for manufacturing and distribution operations.•Led team development of a proprietary product which solidified a partnership with the company’s largest private label sales account ($60 million).•Increased efficiency by converting the existing IT systems into a common program to control inventory and logistical information.

Production System Efficiency Manager, Johnson City, TN (1998–2001)Promoted to positions of increased responsibility in engineering and Lean manufacturing during eight-year tenure with the company. Implemented a continuous improvement philosophy on the production floor, while maintaining responsibilities as Engineering Manager. Oversaw 11 supervisors and had dotted line reporting with four managers.• Instituted Lean manufacturing initiatives to empower employees, resulting in an increase of suggestions to over 300 per year from a previous three per year.• Reduced changeover times 75% to 90% increasing reaction time to changing customer demands. • Increased production output from 15% to 30% after initiating employee groups that concentrated on solutions to eliminate production inefficiencies.Engineering/Maintenance Manager, Johnson City, TN (1993–2001)Promoted to manage the engineering, production maintenance, facilities maintenance, technical stores, and tooling departments. Led eight direct reports, a staff of 41 and a $3 million budget.• Initiated personnel changes and implemented training programs which made the maintenance department more proactive in its approach to repairs and preventive measures. Efforts resulted in a 15% reduction in downtime.• Increased employee motivation and initiative in the department after establishing a new growth structure for the maintenance personnel.• Directed a machine-building program for specialized equipment. Design and fabrication efforts resulted in line efficiency increases up to 67%.• Designed the computer control and electrical systems for all machine-building programs.