Responsible for all co-packer manufacturing, quality, warehousing, transportation, purchasing, supply chain planning and gross margin improvement for Good Culture.• Increased co-packer’s capacity to help us grow from $3MM to $25MM in revenue in 3 years by having a focus on constraint analysis, improved scheduling, improved asset utilization and data driven OEE% improvement.• Researched and implemented several critical process “unlocks” to improve the quality of our product. These unlocks have helped us create a proprietary, differentiated process to run clean label cottage cheese.• Led the process to bring on a secondary co-packer in 2020 to provide the company with $50MM in revenue capacity. This capacity will adequately cover our growth in 2020 and provide us with 30% of additional buffer capacity.• Led continuous improvement initiatives to reduce COGS and add over 10 points of gross margin improvement for the company. • From 2016 to 2018, led all innovation projects for the company as we grew to $16MM revenue when we exited 2018.

Responsible for all manufacturing (owned and operated and co-pack), warehousing, transportation, customer service and supply chain planning for popchips North America (NA). • 35% reduction in direct labor through production process transformation, removal of non-value added work and the utilization of continuous improvement (CI) techniques to deliver bottleneck improvement.• Using CI tools like cycle time reduction (CTR), center lining and speed trials, eliminated the need to have a 3rd shift of production (accomplished same output in 2 shifts versus 3 shifts). Continued these efforts and created enough additional capacity so that we could shut down the east coast co-packer and bring all of our North America (NA) volume to our west coast owned and operated plant. • Led popchips’ logistics network optimization strategy and transformed the existing disparate network of various 3PL providers into one integrated warehousing and transportation network. Network now has an improved geographic footprint with DC’s strategically located near our high “ship to” densities. The network optimization improvements led to a 12% reduction in warehouse and delivered freight cost and the opportunity to increase these savings even more by further leveraging our partner’s expertise in freight consolidation. Popchips now has end to end visibility and real time KPI monitoring to a fully integrated logistics network through our partner’s cloud based portal. • Led the company wide 2016 continuous improvement (CI) initiative. Non-budgeted savings delivered in film, corrugated, ingredients and indirect labor reduction initiatives. Benefit realized was an 8% reduction in budgeted COGS.

Responsible for all manufacturing, warehousing and supply chain activity in this 85 MM gallon a year fluid milk and ice cream manufacturing operation. Facility has over 250 team members and is a 24/7 operation. The Alta Dena facility is considered one of the biggest and most complex fluid milk operations in Dean Foods’ seventy two (72) plant network.• Led formal roll out of consultant driven continuous improvement (CI) program and the designed yearlong implementation of a CI management operating structure (MOS) as part of the overall supply chain CI strategy. • Reduced production direct labor costs by $850K in the first eight (8) months through process improvements, OEE improvements, scheduling modifications and labor optimization. • Through collaborative process improvement in the cooler and production, achieved improved picking efficiencies, improved space utilization, increased on time delivery and reduced labor costs in the cooler by $1.2 MM annually. • Increased shelf life conformance by 15 % and added 2 days of code to our products by executing a MP-2 based master sanitation program, creating “best in company” SSOP’s and improvements to filler clean in place (CIP).

Led 400 team members and all manufacturing, purchasing, quality control, warehousing and distribution through the start up and commissioning activities in a newly constructed 675,000 sq. ft. food manufacturing operation. Incredibly diverse facility that manufactured oils, dressings, sauces, mayonnaise, ketchup, shortening and margarine on 35 separate manufacturing lines with pack sizes ranging from 9 grams to 50 pounds. Simultaneously closed three manufacturing operations and transitioned existing resources to the new plant location.

Led strategic initiatives in logistics and supply chain planning for the thirteen (13) plant system. Provided corporate direction and leadership to the plant's warehouse managers, material planning managers and schedulers. Provided leadership to the S&OP process. Sourced and implemented an innovative forecast solution that reduced forecast error by 60% in the procurement of raw materials. Sourced, negotiated and established a national 3PL warehousing and distribution network for a new brand aquisition.

Created and implemented an AS-400 based inventory planning and management system that worked to reduce system wide obsolescence by 30%. Member of the strategic network optimization team that led the analytics process to determine best landed cost within the seven plant system of co-packers and owned and operated plants.

Led day to day manufacturing and warehousing operations in a nationwide five (5) plant direct store delivery (DSD) network that serviced over 1,600 Baskin Robbins’ franchise stores. Led a team that executed the closure of the entire Baskin-Robbins’ five (5) plant manufacturing system and moved ice cream manufacturing to an outsourced business model.

Led all western region manufacturing, purchasing, warehousing, direct store delivery (DSD) and customer service operations in a 750+ franchise store system. Reduced controllable expenses by $1.8 MM over 2 years through shrink reduction, wastewater surcharge reductions, elimination of outside storage, lost time accident reductions and selected product line outsourcing.

Managed business activities of six (6) regional co-packing and territorial franchised operations within the Baskin-Robbins’ national manufacturing and distribution system. Accountable for the budgeted financial objectives for the contracted co-packers. Negotiated contract agreements to improve position on cost, quality and service. Company auditor for operational improvement activities in the ten (10) plant manufacturing system.