Senior continuous improvement leader for a service-based material-handling company comprised of 20 branches and over 700 employees distributed across five states. Key driver of the lean transformation efforts covering the LiftOne Development Program, lean training, KPI management, culture development, and the implementation of the LiftOne Operating System.• Developed and planned the strategic effort to implement the LiftOne Operating System, the company’s standard operating procedure playbook to define operational excellence across Operations, Supply Chain, Sales, and Training functional groups• Architect and executor of the LiftOne Development Program, a roadmap to hire, train, and mentor future key leaders to drive sustainable CI culture and analytical thinking across the business; resulting in 10 new hires in the first 6 months• Facilitated 75+ rapid improvement kaizen workshops per year supporting all functional groups from Sales, Finance, Business Technology, Supply Chain, and Operations resulting in new features on the LiftOne Now digital application, a streamlined asset registration process, improved business intelligence KPI dashboards, and other strategic efforts• Led the development, pilot, and implementation of a new Fleet Assurance Team to utilize data visualization and enhanced reporting to provide improved service recommendations and partnerships to over 1,000 customers across our business• Expanded the CI Team from 2 in June 2021 to 20 by EOY 2022 through the creation of enhanced technology teams and lean cultural change agents to drive tangible and sustainable improvements at the operator level

Senior internal consultant, reporting to the EVP of Operations for a $26 billion in net sales company, specializing in the facilitation of site transformations, the implementation of lean manufacturing techniques and kaizen events across 130+ manufacturing sites, and the principal coach and trainer for the company’s lean operating system (ACE) and continuous improvement culture.• Planned, led, and facilitated multiple manufacturing site transformations resulting in a 20% decrease in SRR costs, a 10% increase in OTD, and a 30% reduction in overdue orders, contributing $10M to the company’s bottom line• Partnered with manufacturing site leadership to develop and facilitate the execution of 45+ kaizen events focused on lean manufacturing techniques, a reduction in quality associated waste, and improvements to customer delivery requirements• Coached, mentored, and led the execution of over 30 lean manufacturing, policy deployment, team health, data analytics, and quality control training events, contributing to the development of 80+ change agents within manufacturing sites

Senior production manager with a primary responsibility for the production output and cost reduction of six production lines, totaling over $300 million in revenue, within the manufacturing plant. Leader and mentor to 13 managers and over 75 production hourly operators, operating a 24/7 rotating shift schedule. Driver of collaboration with both plant internal and external cross-functional teams to achieve key process metrics related to safety, quality, waste reduction, and reliability improvements. • Implemented and collaborated with the plant safety committee on a new behavior-based safety model that resulted in an OSHA recordable rate of 0.00 - the lowest in plant history.• Developed an improved process, automated triggers and checklists, on the current quality statistical process control charts that reduced customer claims from 12 per month to 5 - a statistical entitlement for the plant.• Owner and leader of a six sigma project focused on the capture and root cause of all material waste generated on the production lines, achieving an increase in accounted and assigned waste from 56% to over 96% accuracy.• Driver of multiple reliability-based capital projects, in excess of $2 million, that resulted in a plant-wide increase in production line availability from 86% to 89%, resulting in a 12% increase in finished goods production.

Senior line manager with a focus on the cost reduction of a laminated shingle line, producing over 2.5 million units annually and over $125 million towards plant revenue, operating 24/7. Responsible for the team culture and development of a cross-functional team comprised of 5 managers and 20 production hourly operators. Tasked with the improvement of key process metrics focused on safety, quality, waste reduction, and reliability improvements.• Installed a new 5S and safety hazard reduction process that resulted in zero OSHA recordable events• Executed a new quality detection system, utilizing cameras and automated defect rejection, to eliminate surface defects from the manufacturing process, resulting in an 80% reduction in claims attributed to visible defects on the surface.• Champion of 5 six sigma projects that achieved a cumulative annual savings of $1 million from raw material waste and $200 thousand in fixed cost savings attributed to an increase in production output, the highest production rate in the company.

Principal lead for continuous improvement projects executed within a high-output manufacturing environment. Support the Plant General Manager on process improvement projects focused on safety, quality, and waste reduction. Collaborate with the plant’s quality lab to develop improvements of current statistical tools and data analytics to facilitate future quality control initiatives. • Executed two DMAIC projects on the reduction of both production and freight waste. Both projects resulted in over $600 thousand in annual savings for the plant through a reduction in raw material waste and an increase in freight throughput.• Organized and led a company-wide team to complete a DMADV project, with a $50 million capital, centered on the design, installation, optimization, and raw material bottleneck reduction of a future production line.

Senior manager, accountable for all results associated with the operational planning and execution, logistical sustainability, and administrative functions for an organization comprised of 100 personnel. Focused on the training of leaders at multiple echelons, the maintaining of accountability and readiness of over $20 million in equipment, and the advisor to senior leaders on the unit's capacity to execute operational requirements.• Developed and implemented a comprehensive campaign plan, including over 350-unit operations, to train and advise an Afghanistan army battalion of 500 personnel during a deployment in support of Operation Enduring Freedom.• Managed the daily logistical and operational requirements to sustain and secure a remote outpost with 250 personnel.

Senior logistical officer of a reconnaissance battalion comprised of 553 personnel and over 450 units of equipment. Direct supervisor for all logistical planning, to include supply, transportation, and service support for all battalion operations. Coordinated logistical operations with subordinate, adjacent, and superior units.• Coordinated and directed the execution of 14 battalion movement operations, throughout the United States, resulting in the reduction of the deployment timeline by 30% utilizing the efficient implementation of checklists, process mapping, and refined standard operating procedures.

Chief operations officer, and second-in-command, of a reconnaissance company consisting of 120 personnel and $67 million in equipment. Managed all administrative, maintenance, logistical, and training support functions of the company. Partnered with, assisted, and mentored an Iraqi Army Brigade on vital logistical and maintenance programs while deployed in support of Operation Iraqi Freedom.• Reorganized and managed a maintenance program for 52 vehicles, elevating the operational readiness rate from 20% to over 90% in the first 2 months of the deployment - the highest rating of 5 companies.• Coordinated and oversaw the company’s program to replace and/or refurbish the entire inventory of military equipment (2,065 items) following the 12-month deployment to Iraq.

Junior manager and leader of an armored reconnaissance platoon comprised of 30 members and outfitted with $7 million in equipment. Planned and supervised 50 security and humanitarian operations while deployed in support of Operation Iraqi Freedom.• Developed and implemented a comprehensive training program to advise, assist, and employ over 500 international personnel in security and governance operations, resulting in an increase of over five kilometers of secured territory.