Partnered with clients to reduce costs, streamline processes, and improve profitability. Benchmarked expenses against national standards, identified variances, and developed solutions to control expenses and streamline processes. Conducted initial assessments and partnered with owners to implement improvements. •Conducted intense GL review to identify opportunities and execute on cost reductions. •Devised and implemented processes and procedures to streamline operations. •Performed statistical analyses to gather data for operational and forecast client needs. •Optimized customer experience by delivering superior services and effectively troubleshooting issues.

Designed, developed, and implemented program for Targeted Partner Improvements with over 700 account reps, 522 branches, and 60 vendors. Streamlined internal processes to improve efficiency in managing corporate accounts. Led streamlining of procurement processes internally and externally for increased efficiency and cost savings through process improvement and cross-functional collaboration. •Identified, improved, and implemented on-site vendor audit processes to reduce time on site by 30%, customer data quality, and OEM conversions for major accounts. •Identified and improved procurement processes, working cross-functionally with vendors, IT, procurement, sales analysis, and operations to improve on-time delivery by over 35%. •Collaborated with primary vendors to exceed contractual savings through on-site cost-savings blitzes posting over $2.4M in savings YTD.

Provided executive leadership to develop and execute systems and processes to scale Knowtion. Offered strategic consulting, IT MSP, and complete software development. Held P&L responsibility and performed day-to-day operations management. Identified opportunities to improve business process flows and productivity. Increased company profits through performance optimization strategies and efficiency improvements. •Implemented Entrepreneurial Operating System (EOS) at Knowtion yielding significant operational and financial improvements. •Supported multiple Managed Service Provider (MSP) customers, implementation, and growth for medical clients. •Served as Scrum project manager and lead for implementation of major software development integrations for Alcon and startups. •Executed process development and strategic implementation skills to lead and support all areas of operations. •Coordinated operations strategically according to objectives and capabilities, effectively allocating resources to meet demands.

Guided driving of all operational, financial, and strategic initiatives and activities, with oversight to daily operations, culture, and process. Partnered with CEO and board to achieve favorable financial results with respect to sales (3.5x), profitability, cash flow, mergers and acquisitions, systems, reporting, and controls. Complete redesign of pricing strategy, customer categorization, sales and marketing process, CRM, and financials, through utilization of EOS. • Managed financial, operational, and human resources to optimize business performance. • Provided management, support, and strategy directly with production, operations, and sales. • Refined organizational structure to consolidate, streamline, and delineate necessary functions. • Completed ERP identification and implementation, addition of WMS, and new CRM.

Drove operational excellence for all locations, including service centers, parts, sales operations and back-office. Oversaw five direct reports and overall team of 25. Managed buildings and facilities for maintenance and new construction, including city / state licensing, vendor selection, contract negotiations, and construction project management. Developed financial forecasts and coached departmental managers. •Reduced operating expenses $2M, more than 10%, by optimizing vendor contracts, streamlining operations, aligning teams, controlling expenses, and implementing strategic initiatives. •Lowered labor costs $244K annually by promoting timecard adherence and minimizing overtime. •Decreased printing costs 60% annually, from $280K to $170K, by consolidating printers. •Increased productivity by streamlining onboarding process, digitizing forms, and upgrading intranet. •Achieved volume discounts and improved pricing by consolidating vendors from 640 to 443. •Improved sales productivity and customer satisfaction by implementing VoIP upgrade. •Accelerated launch of largest indoor pre-owned showroom in Northeast Ohio by 75%, delivered under budget, and oversaw design, planning, project / contractor management, remodel, and operational go-live. •Raised gross profitability $500K by driving warranty reimbursement from Cost +40% to Cost +93.8% between factory and fixed operations. •Decreased accounts payable labor expense $75K (66%) and ensured timeliness of bill payments. •Enhanced overall profitability and strategic planning process by developing and providing analytics. Recommended financial adjustments to company president and executed strategic projects.

Served as senior operational conduit between corporate executive leadership and global field operations to identify and execute improvement projects globally. •Collaborated with corporate and regional IT, business operations, HR, EH&S, engineering, and TESLA Academy to establish strategy for enterprise wide service operations process standards. •Supported transition from paper to digital documentation of service locations by developing content standards and complete global rollout. •Fostered operational excellence in developing Corporate Operations Balanced Scorecard. •Optimized costs to contribute to productivity, cost development, and proficiency of central fulfillment operations. •Implemented business strategies, increasing revenue and effectively targeting new markets.

Led business transformation initiative for technology / asset improvements. Maintained distribution for client Cleveland Clinic Foundation and 12 other customers. Ensured productivity and P&L goals met or exceeded for $150M in sales support and $8M in operating expense. Implemented significant facility improvements. •Supported 250% in volume growth by aligning leadership, staffing, and customer satisfaction. •Increased voice of the employee program, with results of 30% in FY15 and 20% more in FY16 by aligning management team, implementing workforce optimization initiatives, and improving employee engagement. •Completed Cardinal LEAD program as top 1% high-potential manager (130 selected out of 39K). •Served as internal consultant and Lean Six Sigma Black Belt consultant deployed on-site to Cleveland Clinic Foundation. •Identified and implemented performance improvement opportunities with Lean perspective. •Reduced cycle time by 75% (from four hours to 23 minutes) for emergency orders of equipment and items needed by patient before leaving hospital. •Enhanced overall operations to meet benchmark standards as key member of Durham, North Carolina Site Assessment Black Belt team. •Improved internal package tracking from 72% to 95% and enhanced productivity by working with IT to develop comprehensive package tracking system.