TMC is a ~$1B PE backed industrial leader with multiple brands across US and Europe. Led all aspects of Operations to support profitable growth. Major responsibilities and objectives included:• Led a team of 600+ employees across North America. Direct reports included head of Supply Chain, Operations, Safety, Quality, and Environmental functions• Identified operational bottlenecks - developed/executed an external warehouse to support increase in production and reduction in sales backlog – Output increased by over 40% in 4 months• Prepared mthly/Qtly BOD reports to align with short / long-term objectives developed in tandem with the CEO• Implemented robust dashboards and metrics to drive day-to-day operational cadence while assessing progress on weekly/monthly basis• Increased focus on Safety and Quality by implementing daily weekly safety and quality walks and metrics across various location in the US. FTQ improved from ~50% to more than 80%• Worked closely with customers across the globe to address key concerns and build & maintain trusting relationships with key customers, clients, partners, and stakeholders

Led a global supply chain organization to drive profitability improvements and support continued growth. Specific responsibilities included:• Managed global aspects of procurement including key raw materials, supplier relationships, and negotiations• Built internal team to drive global strategic sourcing. Upgraded/added talent and established measurable goals for the supply chain function to build a "world class" department• Implemented Production Control function to work closely with production team to support OTD• Developed monthly dashboards and metrics to monitor inventory turns. Partnered with 3rd party to provide real time analytics to team to understand inventory velocity• Sourced and qualified new suppliers to drive annualized savings for certain product classes. Prepared and reviewed vendor agreements for legal correctness, price, and acceptability of items lo specifications• Implemented a global travel policy on a brand new technology platform

Duravant is a $1B+ PE backed Industrial company with multiple operating companies (OC) across 3 segments.• Worked with the Operating Company (OC) leadership teams to develop the manufacturing strategies and drive & execute key Footprint strategy decisions across the portfolio companies• Key focus areas include portfolio rationalization to reduce complexity, increase capacity, and to enable growth• Working with OC leadership teams to develop and execute the multi-year strategic plans focused on both commercial and operational aspects• Led operations due-diligence efforts for acquisition targets and post-acquisition integration into Duravant• Collaborated on all aspects of Supply Chain, and procurement functions with the Duravant OC’s while identifying synergy opportunities and executing them across the portfolio• Implemented best practices and center led initiatives to drive continuous improvement and improve efficiencies in all aspects of business

Led all aspects of Operations Transformation to support the organizations 2018 vision for this $3B+ PE backed bedding company. Major responsibilities and objectives included:• Led a centralized cross functional PMO to drive the step-change operations transformation• Built a more capable strategic sourcing organization by driving better commercial agreements and building internal design-to-value capabilities to deliver 20% (gross) cost reduction across direct and indirect categories• Drove technical teams to implement state of the art Serta Simmons production system, embrace lean, and move from batch to single piece flow

Managed company's operations, including procurement, distribution, and continuous improvement (Lean) functions. Responsible for strategic procurement for over $600M spend in direct materials.• Led a team of 25 to buy and replenish over 2,500 SKU’s in support of $1.2 Billion in sales.• Developed and rolled out Lean program across all North American manufacturing and distribution locations. Drove 10%+ productivity at select manufacturing locations by utilizing strategic kaizen processes.• Developed operations strategy to support planned business growth and new product launches.• Led capacity assessment for the North American manufacturing locations - developed and executed the capacity plan to address the bottleneck processes in the network and support volume growth without significant capital investments.• Managed inventory levels across 20 manufacturing and 3 distribution centers - standardized procurement and inventory management practices to improve turns from 12 to 18.• Led development of clean sheet cost structure for key commodities to assist in negotiations and implementation of performance contracts.• Developed and implemented corporate wide Balanced Scorecard and KPI’s to assess and improve performance across various aspects of the operations group.

• Led a major operations due diligence effort to identify and capture $120M in synergies across sourcing, manufacturing and distribution for a PE backed CPG firm.• Designed and led multiple operations transformation efforts spanning the entire value chain including purchasing, manufacturing, and distribution.• Led numerous efforts to address complex strategic questions (e.g., developing a make vs. buy vertical integration strategy to manage a monopolistic supplier, driving cross-functional efforts to reduce complexity).• Managed a manufacturing optimization effort across multiple sites for a multi-billion dollar global CPG company. Led multiple client teams to analyze both demand planning as well as North American manufacturing set-up to effectively manage the seasonal changes in demand.• Managed and led multiple client teams on a major operations transformation effort to assess manufacturing foot-print for a global auto supplier. Evaluated optimal manufacturing network to optimize the ROI.• Led multiple cross functional client teams on a major operations transformation effort for a multi-billion dollar auditing firm to increase overall effectiveness and efficiency. Identified areas that eliminated almost 30% of hours out of a typical audit – and enabled the team to redeploy the time to drive other benefits.• Managed and led multiple client teams of a global paper manufacturing firm to assess and develop an action plan to improve overall operating effectiveness and profitability of the plant.

Developed growth strategy and managed North American market for the industrial segment. Doubled sales to $9M for key target segments to achieve goal of $56M by 2008 (150%growth).

Managed 12 employees across multiple functions to drive continuous improvement in the plant. Responsible for plant capital budget, developing and implementing the KPI’s to monitor plant performance in Safety, Quality, Delivery and cost areas. Led a sourcing assignment for North American plants as part of a company-wide initiative to reduce commodity spend.

Led cross-functional teams in re-engineering initiative to improve Plant’s productivity in the Assembly department. Responsible for managing and improving technical processes in the plant by driving culture of continuous improvement. Manufacturing processes include Heat-treat, Turning, grinding, finishing and assembly.

Japanese Machine Tool Manufacturer with global revenue of $150M serving automotive and industrial markets.Led overseas project department. Responsible for generating and managing new projects in America’s, Asia and Australia. Led global projects from initiation of the inquiry to implementation/ installation of the equipments/ automated lines.