Vice President of Operations & Supply Chain (CSCO)Managed all Operations and Supply chain related functions within the Cardinal Health at Home Division of Cardinal Health. Charged with the safe, efficient operations of 14+ locations across the United States providing next day delivery to home care Customers and integrated delivery networks. Additionally, responsible for supply chain / transportation related functions supporting the at Home Division. Key Accomplishments:• Increased productivity by 25% in 2 years through improved employee engagement and process improvements• Reduced turnover by approzimately 50%• Improved employee engagement from 57% to 83% (90% Participation)• Developed operating model focused on continuous improvement in all 5 focus areas (Safety, Quality, Service, Cost and People)• Supported annual growth of 15 – 20%• Improved Inventory turns by 43% calculated by COGS• Reduced commercialized SKU offering by 7,000 skus while maintaining growth strategy• Developed and Implemented a world class competency based wage system• Implemented ondemand packaging resulting in excess of $2 Million annualized savings

Provide Growth Strategies, Business Solutions, Acquisition Analysis And Integration Support For Privately Held Corporations’ In Manufacturing, Logistics, Transportation And Distribution Arena.

Provided leadership for the safe, efficient manufacture, distribution and transportation of goods to over 2,000 company owned stores and various major retailers. Responsible for over 145 million gallons of manufacture to the architectural, aerospace and commercial industry. Led approximately 2,500 employees in 20 facilities across the western United States• Oversaw approximately $180 mm in S & E spending and $60 mm in Revenue generation from Private fleet operations• Developed and implemented strategic plan to improve operational efficiencies across the region resulting in $14 mm of Six Sigma and Continuous Improvement savings in one year. • Developed Regional QA and Technical Labs to insure quality focus and nexus to customers. Produced zero plant related recalls in 2012 through behavioral based leadership• Achieved VPP Certification from CalOSHA in California based plant• Southern California petitioned and subsequently decertified Union consisting of 45 members of the paint makers union and 7 teamsters

Provided leadership for this newly created corporate-wide position designed to accelerate global business development. Led strategic, long-term planning and goal–setting to maximize growth opportunities. Took both strategic and pre-emptive action to protect the purchasing power and supply chain dominance within the industry. This position’s primary objective was to develop geographic Centers of Excellence for Supply Chain execution.• Identified and evaluated numerous targets in Europe for the growth of the Global Finishes segment of Sherwin-Williams• Successfully led acquisition of 3 key European companies representing $400 mm in sales• Led seamless integration of South American business units into existing operations• Identified the need to optimize Global Supply Chain activities; developed and successfully articulated vision for Supply Chain Centers of Excellence which served as geographic cornerstones to support both international acquisitions and to ensure the swift commercialization of other brands into these new markets; as a result of these efforts, the Company implemented a strategy for centers in North America, Europe and Asia• Developed and led the Quality assurance COE to insure customer experience across the global footprint. • Developed relationships between Sherwin-Williams and Rutgers University to pursue paint recycle initiatives

Provided strategic, long-term direction for all manufacturing and supply chain operations East of the Mississippi River. Built top notch Regional Team of functional leaders directing strategy implementation and management of 12 facilities and over 1500 employees.• Built and strengthened partnerships between facilities to insure world- class service to all Customers based in the Eastern half of the United States. Spearheaded Divisional approach to leverage Safety culture resulting in the successful certification by OSHA of ten (10) facilities as VPP Star Sites• Implemented controlled “order of addition” processes to insure first time quality in all plants and reduction of plant related recalls• Awarded Corporate Site of the Year for turn around improvements implemented at the Memphis, TN site• Received President’s Award for superior business leadership and results in all Operational Excellence focus areas• Unified communications and employee relations approach which resulted in the decertification of multiple bargaining units resulting in improved productivity and employee satisfaction within these sites

Identified as a "next level" candidate within internal organizational succession planning early in career. Provided additional career enhancing opportunities based on leadership and performance