Global Operations and Supply Chain Management
P&L and Expense Management Expertise
Vendor Management
Cultivating Executive Relationships
Business and Knowledge Process Outsourcing
Organization and Talent Development
Lean Sigma Expertise
THE AETNA, Hartford, CT – 2008 to present
Global healthcare provider.
Director: Supply Chain Management:
• Manage $1.8B international global supply chain across, with 14 professionals, in the indirect commodity landscape including back office operations within the US, India and Philippines
• Continuously delivered a 30 % increase YOY annualized savings with $120M of benefit in 2011.
• Developed and implemented Supplier Relationship Management framework incorporating key components such as Supplier Segmentation, Business Reviews and Scorecards
• Developed quantitative methodology assessing business and operational risk of outsourced services, evaluating such factors as geo-political stability, information privacy and security, labor availability and total cost of ownership.
• Drive 10% Year-Over-Year Supply Base reductions through segmentation, commodity management and supplier strategy deployment.
• Develop and executed Supply Management Transformation Strategy to create a high performing culture.
THE STANLEY WORKS (now Stanley Black and Decker), New Britain, CT – 2000 to 2008
Global supplier of tools, hardware, fasteners, and storage systems.
Director Global Supply Management – Consumer Hand Tools and Bostitch:
• Manage $400M global commodity and purchased product spend for the Consumer Hand Tools and Bostitch Business segments with 5 associates worldwide.
• Reduced cost by $7M in 2007 through contract negotiations with suppliers worldwide ensuring on-time delivery requirements, annual productivity commitment, and quarterly reviews and pricing/margin enhancement/protection
• Developed global standards and templates to coordinate supply procedures worldwide.
• Developed & Deployed Global Supply Chain Excellence Program that delivers leading principles in Supply Chain Management to associates worldwide.
Global Productivity Manager – Mechanics Tools and Storage:
• Developed 3 Yr Global Manufacturing Strategy for operations in China, Taiwan and Israel.
• Managed Capital projects, in excess of $10M to expand and consolidate operations worldwide
• Established the newly created Automotive Aftermarket business platform, $100M annual revenue, sold into the mass merchant retail channel.
Plant Manager – Stanley Bostitch:
• Orchestrated aggressive turnaround of under-performing 200,000 sq. ft. manufacturing facility with 120 unionized employees, achieving a $3M inventory reduction the first year and improving overall EH&S plant performance - 33/46 in 2002 vs. 46/46 in 2000.
Global Continuous Improvement Manager:
• Served as internal consultant (Sensei) driving Kaizen and Lean activities across 6 Stanley manufacturing facilities in the US: Reviewed and assessed manufacturing processes in support of plant and corporate business objectives. Implemented 5S Visual Factory, Kanban/Pull Systems, One Piece Flow Systems, SMED, and Poka-Yoke, delivering $3.3M in savings. Facilitated hourly workforce training and coaching on Lean Manufacturing and Six Sigma principles, implementation and execution.
TELEFLEX FLUID SYSTEMS, Suffield, CT – 1998 to 2000
Global manufacturer of PTFE hoses and accessories.
Manufacturing Manager
• Directed and deployed Lean manufacturing principles to drive operational excellence managing manufacturing operations ensuring plant objectives in cost, quality and delivery performance.
• Managed 75 hourly associates in a non-unionized operation.
• Lean transformation of manufacturing operations, including the deployment of appropriate training material (Toyota Production System & Six-Sigma) delivering $1M in annual savings;
• Established departmental performance metrics for Assembly operations improving cost, quality and delivery creating a progressive workforce, striving for continuous improvement.
DURACELL, Inc., Waterbury, CT – 1994 to 1998
Manufacturer of consumer and industrial batteries.
Project Leader
• Leadership role with focus on: (a) Investigating and establishing work processes and priorities, ensuring that production schedules, output and quality levels are achieved; (b) Managing supply chain function, including negotiating long-term agreements with raw material suppliers; (c) Demonstrated advanced managerial, leadership, and problem-solving skills managing employee performance, utilizing a strategic/organizational measurement system; (d) Reduced manufacturing labor from 15 to 4 people/line shift, while increasing output 50% through autonomation.
ENSIGN-BICKFORD INDUSTRIES, INC., Simsbury, CT – 1989 to 1994
Manufacturer of non-electric initiation systems
Senior Process/Product Engineer
• Assessed and developed advanced process technologies for new product manufacturing and cost improvement activities within high-volume automated assembly environment. Examined process capabilities, innovated and implemented process improvements on complex projects. Designed, developed and implemented Lean Manufacturing systems. Successfully led TQM initiative, reducing equipment downtime 24%.
GERBER GARMENT TECHNOLOGY, Tolland, CT – 1987 to 1989
Provider of computerized solutions to manufacturing plans worldwide.
Manufacturing Engineer
• Led worldwide implementations (North America, Asia and Europe) and support of a sophisticated suite of automated systems. Designed and developed packaging system for finished goods, which reduced material costs by 27%.
Education: MBA – Management, Rensselaer Polytechnic Institute, Lally School of Management (1998)
BS – Industrial Technology, Central Connecticut State University (1987) |
