Senior Operations Executive with 20+ years of experience in Consumer Products Manufacturing
Contributed to profit increases of more than $11 million throughout career using strengths in …
- strategic planning - budgeting / expense tracking & controls - P&L accountability - M & A accountability- sales/marketing/forecast involvement - bank/litigation negotiation - production planning / logistics - QA / continuous process improvement - global outsourcing
- supply-chain / purchasing - safety / workers’ compensation - warehousing / distribution / freight
- engineering / plant maintenance - regulatory / governmental compliance - ERP / information systems - product development - domestic / international vendor relations - finance / corporate administration
Boosted workforce productivity through human resources / organizational development expertise, including … - employee / labor relations performance incentives / compensation - management development
- union negotiations - recruitment / workforce retention
- motivational / team-building tools
FULL-TIME CONSULTING POSITIONS IN 2007 (TEMPORARY DURATION) 1/01/07 TO PRESENT
VICE PRESIDENT OF NEW BUSINESS DEVELOPMENT (consulting) —5/07 to Present Phantom, Toronto, Canada
(Former employer with swimsuit, seamless, and hosiery business (See below for more details) currently interested in expansion of its business and sales opportunities into the U.S. market.)
Temporary project, four to six months, dedicated to supporting Phantom’s ‘acquisition’ objectives in the U.S. My role specifically involves identifying and initiating the acquisition process with companies that meet the following parameters: (1) U.S. small sales force intact, with established textile/apparel/swimsuit presence with U.S. retailers (2) Retailer base that complements current Phantom customer base (3) Distribution/warehousing facility in the U.S., (4) Synergies of manufacturing and outsourcing with existing Phantom operations, and (5) Existing niche or brand business.
PRESIDENT/CHIEF OPERATING OFFICER (consulting)—1/07 through 4/07 Four Star Hosiery, High Point, NC
(Privately-owned, small specialty sock operation with emphasis on high school and college logo business and niche markets. Core competencies included ability to handle excessive SKU’s, ship in small volumes with no order minimums, and operate with short lead times. Customers include UPS, Barnes & Noble, high schools and colleges direct, Weissman’s, Kombi Sports, Pro Feet, Wheel House, and Varsity Sports and included presentations in several catalogues.)
Four-month project; involved initiating ‘change’ of fundamental disciplines in inventory controls, manufacturing processes, quality assurance, employee relations, outsourcing objectives, and identifying new sales opportunities, all focused on establishing strategic positioning for the company’s future.
EXECUTIVE VICE PRESIDENT/CHIEF OPERATING OFFICER 2/05–08/06
Paul Lavitt Mills, Inc., Hickory, NC
(Multi-plant sock manufacturer with operations in Lincolnton and Hickory, NC and annualized sales of $24 million; 200+ employees, Major brands—Phat Farm, Steve Madden, Nicole Miller, Alexander Julian, Donald Trump, L.A.Gear, Super Socks, plus private labels for JC Penney, Sears, Target, and Wal-Mart.)
Accomplishments mirror those listed below in my other experiences, including restructuring the business to take advantage of overseas outsource opportunities, consolidation of plants, improvement of customer service and shipping performance, and driving management accountability and results-oriented focus. Will discuss more details upon request.
CHIEF OPERATING OFFICER/ CHIEF INTEGRATION OFFICER 2/04–2/05
Acme-McCrary Corporation, Asheboro, NC
(Multi-plant sheer hosiery and seamless manufacturer with multiple operations in Asheboro and Siler City, NC and annualized sales of nearly $100 million; 800+ employees specializing in private label programs for major retailers, including JC Penney, Wal-Mart, Sears, etc. Purchased the Phantom USA, Siler City operation in January, 2004.)
Continued the operations management of the Siler City operation while focusing on a twelve-month project to integrate “best practices” of the two merging companies. Achieved objectives include consolidation of financial and information systems departments, streamlining the organization structure, maintaining critical customer relationships and requirements during the transition, and coordinating the focus of the management team to meet critical timelines for the consolidation. (Recommendation letter from Bill Redding, CEO of Acme-McCrary, avaialable upon request)
CHIEF OPERATING OFFICER—Phantom Industries, Inc., Toronto, Ontario, Canada 11/02–1/31/04
CHIEF OPERATING OFFICER—Phantom USA, Siler City, NC 7/01–1/31/04
(Multi-plant hosiery, seamless and swimwear manufacturer with operations in Canada, the U.S., and Mexico; 1,500+ employees in North America. Major Canadian brands—Silks, Gilda Marx, Hanes, Wonderbra, It Figures; U.S. operation produces private labeling for JC Penney, Sears, and food and drug, as well as the Emme Collection and True Beauty by Emme hosiery brands.)
Promoted to corporate COO 11/02, assuming added executive responsibility for all corporate disciplines—sales, finance, marketing and merchandising, global outsourcing, manufacturing, planning and purchasing, shipping and distribution, quality, product development, and engineering. Tasked with development of new business plans and strategies, including options for outsourcing and cultivating U.S. /Canadian synergies. Provided leadership and coalescence to an internationally diverse workforce. Reported directly to President and CEO.
Initially recruited by board as U.S. COO to lead turnaround of newly acquired NC operation (formerly Glendale Group Ltd.). Established comprehensive strategy and implemented action plans. Created culture of open communication, camaraderie, empowerment, and accountability. Consolidated 4 locations into 2 facilities. Redirected sales focus to jumpstart flat/declining sales trends. Managed negotiations and relationships with banking and lending institutions.
Contributions to U.S./Canadian Operations
• Reduced physical inventory nearly 65% (from $12.4M to $4.2M), increasing inventory turns to 4.6 per year.
• Halted -$6M in annual losses, returning company to breakeven before taxes in less than 12 months.
• Orchestrated RIF from 969 to 400 while maintaining solid record of 100% shipping performance for key accounts.
• Worked with existing executive team to achieve astonishing first-year results (no new management hires in first year).
• Created strong corporate focus on ‘communication, information accuracy, and sense of urgency’.
• Initiated and implemented successful outsourcing programs with companies in China, Mexico, and Canada to meet domestic retail demands for reduced costs without sacrificing quality and delivery standards.
• Organized and negotiated the successful sale of Phantom USA to Acme-McCrary Corp., culminating Jan.31, 2004.
VICE PRESIDENT, OPERATIONS 2/99–5/01
Mountain High Hosiery, San Diego, CA
(Multi-plant manufacturer with $80 million in sales; staff of 400. Major brands—Tommy Hilfiger, Hugo Boss, Johnston & Murphy.)
Planned and managed manufacturing and distribution activities for San Diego and Costa Rica plants, as well as domestic and international outsourcing. Directed purchasing, production planning, product development, quality, engineering, distribution, IT/IS, and human resources. Supported development and production scheduling of nearly 20,000 SKUs. Principal interface with customers (some Fortune 1000), including Nordstrom, Dillard’s, Sears, and Costco.
Contributions to Mountain High Hosiery — Management Strategies
• Increased output 10% – implemented MRP, improved manufacturing processes, and shared goals with employees.
• Cut order-to-shipment time 50% – reorganized distribution processes (quick action saved Costco account).
• Reduced defects 30% – focused on training, motivational coaching, and QA audits for internal/external products.
• Reduced physical inventory 40% – addressed housekeeping issues, revamped planning and outsourcing processes and controls, and introduced new inventory procedures.
• Reduced operational costs $1.5+ million – negotiated key contracts for outsourced manufacturing, packaging, and materials.
• Reduced international shipping costs 30% – eliminated overnight airfreight and established regular shipment schedules.
• Met company mandate for 50% reduction-in-force – shifted operation from traditional organizational structure to business unit model.
SENIOR VICE PRESIDENT, OPERATIONS 9/95–11/98
Chipman-Union, Union Point, GA
(Since 1884, a leading industry manufacturer with $65 million in sales and 800 employees in three locations. Major brands include adidas, Odor Eaters, Tretorn, and Ocean Pacific; major customers include JC Penney, K-Mart, Walmart, Belk’s, and Sears.)
Recruited as executive committee member, engaged in development and execution of corporate strategy and operating plans with the Board of Directors. Planned and directed manufacturing operations for three plants (Greensboro and Union Point, GA and Belmont, NC). Recruited, coached, and managed eight direct reports and 28 supervisors. Prepared and monitored $20 million operating and capital budgets. Led operational functions similar to those listed under current employment, including customer service (sales, order entry, delivery).
Created and executed 3-year strategic plan that led to the following results:
• Reversed $1.5 million loss to $4 million profit.
• Increased production efficiencies 12%.
• Reduced manufacturing variances from $1.6 million to $450k.
• Outsourced labor-intensive products to Mexico, Canada, and domestic sources—negotiated and administered contracts.
• Negotiated a multi-year union contract, ending a 3-year period of operation with no labor contract.
• Partnered with OSHA to improve agency relations and implement measures that cut workers’ comp premiums 40%.
• Reduced inventory more than $2.2 million.
• Upgraded antiquated equipment and captured 20-month ROI on $5 million capital expenditure.
• Initiated plant expansion that increased internal knitting production capacity 40%.
• Cut quality losses from 12% to 6%, a record low.
• Expanded product development capabilities, with significantly improved products for adidas line.
• Improved safety record, operating two years with no lost-time accident, exceeding one million work hours.
• Turned around “failed” marks on external quality by JC Penney, ultimately scoring in top 2 among 12 vendors.
• Improved employee attendance, performance, and morale through new open-door policy, 7-minute weekly department meetings, name tags for all employees, and personal “coffee klatches” with randomly selected employees.
EXECUTIVE VICE PRESIDENT, OPERATIONS 7/92–9/95
Neuville Industries, Hildebran, NC
(Consolidated manufacturing operation with $60 million in sales. Major brands—Spalding, Dickies, Wrangler, and more. Company was nationally recognized for its worker-friendly programs, as well as its progressive management practices.)
Member of Board of Directors and Executive Committee, reporting directly to CEO. Selected highlights:
• Increased production capacity 60% with infusion of cost-justified new equipment and revised workflow process.
• Reduced work-in-process cycle from two weeks to less than three days; improved on-time delivery from 70% to 98%.
• Reduced product diversity 40% through SKU consolidation.
• Captured $1.5 million hard-dollar savings through cost-reduction program and new engineered work standards.
• Reduced aberrant absenteeism and overtime pay through flextime scheduling.
• Exceeded corporate profit goals, realizing first-time payout of gain-share distribution for all 550 employees.
VICE PRESIDENT, OPERATIONS 3/89–6/92
Fruit of the Loom (FOL)—Camp Hosiery Division, Reading, PA
(Acquired from Genesco in 1986. Major Brands—Fruit of the Loom, Camp, D’Orsay, Christian Dior, John Weitz, Anne Klein.)
Reporting to FOL Chairman and CEO, directed and managed the most profitable hosiery operation in the corporation.
• Delivered record net profits of up to 18% annually.
• Increased production 65% while reducing overall workforce 20%.
• Controlled manufacturing variances and costs, keeping defects among lowest in the industry at less than 4%.
• Promoted from….Plant Manager (1984–1989), Assistant Plant Manager (1982–1984), Dept. Mgr/Sup (1974–1982)
B.S. Degree—Kutztown State University, Kutztown, PA. Graduated with High Honors (1974)
MBA Graduate Courses (Production Management)—St. Joseph’s University, Philadelphia, PA (1984–1986)
Management Course (intensive 4-week studies)—American Management Association
Past President (two terms)—Pennsylvania Chapter of National Association of Hosiery Manufacturers
Technical Committee Chairman—National Association of Hosiery Manufacturers