Santa Cruz Bicycles was founded in 1993 in a space the size of a single car garage in the Seabright Cannery, in Santa Cruz California. Our first bike, the Tazmon, was a single pivot dual suspension bike that rattled established sensibilities and helped define our then- ethos of "simply advanced." That bike was the cornerstone for a brand that was founded on the notion of doing things our own way in order to build the best. We have been rattling sensibilities ever since. We now manufacture 16 models of mountain bike which includes a full women's Juliana range. Made from either carbon fiber or aluminum, we cover everything from hardtails to 8.5" travel downhill machines. We offer two suspension technologies; efficient single-pivot designs on certain aluminium bikes, and our advanced VPP (Virtual Pivot Point) technology on all high end models. VPP bikes are available with a wide range of component and suspension options to choose from, each hand-assembled to order in our California factory. Every one of our bikes is the distillation of our desire to ride and build the highest performance mountain bikes in the world. No more, no less. We could get all touchy feely here and talk about how we are committed and impassioned riders, and how we love bikes so much that it somehow elevates us into something unique, but that's kind of common fodder for these "about" tabs on bike company websites. EVERYONE working in this industry should be committed and impassioned. It takes that kind of commitment to try and build the perfect bike. Still, we think we chase that vision harder, smarter and sometimes a bit weirder than the others.

Optimization opportunity across Product Development, Demand Planning, Purchasing, Logistics, Warehousing and Global Distribution. Initiated 3PL operations in both China and Europe while working in parallel transferring DP from manual Excel to integrated MRP system. Successfully installed WMS into manual legacy D.C. operation during peak season with Zero downtime and Zero fulfillment service failures. High six figure clawback from Duty Drawback & Customer Chargeback efforts. Decreased FG inventory level by 60% over 12 month period with no reduction in Service Levels. And much more!

Managed Supply Chain and Product Development during transition period from Founder Ownership to Private Equity acquisition. Drove Revenue, Gross Profit and Gross Margin increases in both wholesale and eCommerce channels through tactical logistical initiatives and strategic sourcing changes. Set up Six Sigma vendor scorecard tracking ultimately driving cost-out and service improvements. Implemented monthly S&OP process creating visibility and tie-in between Supply and Demand, resulting in 30% higher inventory turns while providing in-season revenue "chase" opportunities. Initiated PLM installation resulting in 80% workload reduction for technical team, while enhancing vendor visibility and accountability. Lead Product team with company Founder/Designer and hired company's first formal Men's PLM.

Led several business reengineering initiatives, one of which generated an annual six figure GP improvement while requiring less than 2 month ROI. Owned all aspects of postponement operation in an emerging apparel segment resulting in triple digit growth year over year both in Revenue and Profitability.

Led service repositioning initiatives through rigorous operations restructuring, goal setting and regular KPI monitoring. Improved entire service culture including expense control, seasonal impacts, on-time delivery, inbound call activity, and customer feedback. Innovated and implemented Customer First mindset companywide with best in class 24-hour service that catapulted customer satisfaction rating to industry leading position in just one year. Responsible for over 90 associates directly engaging Customers each day.

Responsibilities included implementing one to three year strategic plans for operational improvements to support significant annual double digit growth. Oversaw all U.S.-based manufacturing, distribution center, transportation, 3PL relationships and value added services. Highly engaged with implementing a robust Sales and Operations Planning process. Managed over 400 employees.

Created an agile, cost-efficient supply chain process with the addition of overseas manufacturing to complement increasing worldwide demand. Operations leader for analyzing and integrating M&A opportunities including successful acquisition of leading golf ball company. Directed U.S. Operations for adidas Golf, including 3PL management.

Launched company into a highly lucrative golf ball category by overseeing constructing of a state-of-the-art multi million dollar manufacturing plant from green field beginnings

Implemented contemporary lean business practices driving up quality, reducing excessive expenses and improving throughput.