Managing a global team to deliver operational effectiveness and product excellence. Develop and deliver manufacturing strategy for footwear contract manufacturers and internal engineering teams. Identify key trends/automation solutions, risks and opportunities. Set manufacturing and quality standards for management team and contract manufacturers. Confirm integrity of internal controls and monitor performance. Align digital and build team capability to support future operating model

Manage product manufacturing value-chain with Korea Owned Tier-one suppliers with manufacturing in China, Vietnam and Indonesia. Leading operational transformation, capability building and driving overall team effectiveness to achieve quality, delivery and cost targets. Develop and implement overall strategy to: deliver quality management system; a Lean model to improve productivity, overall agility and accelerate response time; shift labor intensive value chain to more automation solutions; improve E2E transparency and connect the value chain to share real-time data; align resource and capital investment to address constraints; prepare large engineering workforce for the future

Footwear Manufacturing and Supply Management interim GM

Manage product manufacturing value-chain with Tier-one suppliers with manufacturing in China, Vietnam and Indonesia. Leading operational transformation, capability building and driving overall team effectiveness to achieve quality, delivery and cost targets. Develop and implement overall strategy to: deliver quality management system; a Lean model to improve productivity, overall agility and accelerate response time; shift labor intensive value chain to more automation solutions; prepare large engineering workforce for the future

Develop and implement next generation footwear manufacturing with non-traditional Tier-one manufacturer. Build start up capability and near-shore manufacturing to support Customer Responsiveness and support local fulfillment model. Leverage off-the-shelf and next generation technologies to improve speed of production, deliver product consistency and lower overall cost. Build diverse team and capabilities to leverage analytics and digital platforms to connect the value chain.

Responsible for solving customer problems by streamlining processes, improving quality and reducing costs. Accountable for strategic planning, performance execution, project definition and costing, project prioritization and implementation of continuous improvement initiatives that deliver long term customer value using lean six sigma.Recruited to establish a world-class operational excellence and continuous improvement organization for the company's $6 billion flagship division. I recruited talent and built capability and enabled the business to over-deliver financial results and execute sustainable winning strategies. I was accountable for the operational effectiveness of the manufacturing and distribution network.Highlights - reduced opex by $20 million. On track to drive productivity savings by $65 million this year. Executive sponsor to implement S&OP. Institutionalized inventory strategy to reduce working capital by $50 million in 2012 and $55 million in 2013. Business owner for the design of SAP solution (forecast to stock). Oversaw implementation of transportation sourcing - 20% freight lane savings while centralizing core operations, including delivering TMS and other transportation related technology. Rationalized distribution network using advanced tools (Llamasoft) and gained control of procurement spend for majority of product portfolio.

Developed and implemented supply chain and manufacturing operations strategiesOptimized large scale supply chain operations and international companies.Operational Excellence Program leadershipProject leader for traditional strategic consulting lifecycle – assess, develop strategy, develop strong financial business case, achieve executive support, attain stakeholder alignment and build framework and execution plan.Led transformation of manufacturing operations across business units at refineries, solar panel manufacturers and mining companies (moving from highly fragmented, decentralized units to more center-lead/shared service model – implemented Lean processes to make finished product faster and more efficiently.Led post-SAP ERP implementation process alignment and training (operations) to improve productivity and responsiveness at major public utility.

Evaluated, developed and implemented supply chain operations improvement. Implemented order fulfillment strategy and execution. Evaluated, developed and implemented operational excellence solutions at 11 global companies. Responsibilities with each promotion: pipeline development (sales), project management, team growth and management, thought leadership and accountability for delivering results Business Strategy Leadership Member of project leadership team responsible for implementing SAP ERP and Red Prairie TMS at Swedish Telecom Company. Process improvements to optimize manufacturing to delivery of new release handset devices (cell phones) – speed production runs, reduce change-over time and in-process visibility.  Led WMS Oracle ERP transformation for large regional utility company. Managed centralization of distribution network, developed inventory management tools and processes, automated warehouses, barcoding and Oracle warehouse management solutions. Productivity improvements used to fund growth. Business Management Delivered warehouse management WMS technology and manufacturing process improvements to Japanese Electronics Company. Eliminated backlog and optimized inventory of electronic video games for seasonal spikes. Centralized distribution model and implemented asset tracking solution for global telecommunications company. Optimized in process inventory of cell tower radio base stations for rapid market expansion. Led development and successful implementation of distribution model aimed at improving time to market, responsiveness and lifecycle management of handset devices for Finnish Telecom Company; achieved 98% fill rate. Project managed large scale changes in manufacturing operations at global telecomLed manufacturing outsourcing projects at 3 global companies - optimized operations, identified manufacturing partners and effectively transitioned manufacturing activities

Owned the end to end build out of a new steel processing facility in Pudong China.Managed 150 employees and day to day operations of largest US steel coil processing and distribution center - improved delivery lead times by 50%, scrap by 23% while improving plant productivity by 33%. Implemented Toyota Production System Led transformation to service solutions provider - implemented Toyota Production System to qualify as its first US steel supplier; reduced Toyota’s lead time and eliminated need for inspection.

Senior analyst responsible for economic analysis and making route specific recommendations based on P&L performance (measured on optimizing asset utilization)

Surface warefare officer - Cruiser/Destroyer NavyLogistics planning officer - European Headquarters