SUMMARY
Innovative global manufacturing / value chain leader, with a demonstrated track record of outstanding success implementing business solutions. Achieves improved customer value, reduced total system costs, continuous improvement culture in a compliance framework that maximizes profitability of stakeholders throughout the value chain.
Lean Manufacturing
Integrated Supply Chain Management
Leadership of union free and union faciities
Coaching
Strategy Deployment
Team Development
Transformation\Change Management
Process Management
TQM\ERP
Strategic Sourcing
Logistics\Distribution
Transportation
PROFESSIONAL EXPERIENCE
ACUITY BRANDS (SPECIALTY PRODUCTS) Atlanta, GA 2002 - 2007
Acuity Specialty Products is the $570MM industrial specialty chemical and consumer product (ZEP, Enforcer, and Selig) business unit of the $2.2B Acuity Brands parent.
Vice President Supply Chain \ Manufacturing
Improved Operating Profit from 6.2% to 8.8% and reduced Operating Expense from 29.2% to 24.3% by initiating and leading the implementation of our Lean transformation journey.
Reduced operating expenses by $8MM, in 2006, by creating and implementing Strategic Sourcing and Network optimization plans, and introducing third party providers.
Achieved total annual $230MM COGS, operating and transportation budget targets.
Achieved cooperative breakthrough contract with Teamsters Local 728, instituted lean \ team engagement, variable pay for performance with a skills matrix and job progression.
Led the organization through 11 major unplanned business disruption events (i.e. Rita, Oil, plant shutdown), with minimal negative effect on our customers or our P&L during 2005 / 2006.
4 NA manufacturing and 27 DCs are more productive, disciplined, reliable and regulatory complaint due to the lean transformation process that was implemented.
Consolidated manufacturing processes and achieved multiple new product launches in breakthrough 5 weeks with capital spending below historical levels.
THE LYTE GROUP, INC., East Lansing, MI 2000 - 2002
Partner and Vice President Supply Chain Practice
Developed and delivered Total Supply Chain solutions achieving 10 to 15% net savings to our Fortune 1000 client companies total supply chain operations, while enhancing service performance, cycle time and cash flow.
BRISTOL-MYERS SQUIBB (CLAIROL) Stamford, CT 1997 - 2000
The $2B Worldwide Beauty Care Group (Clairol, Matrix, and Redmond Products) was part of the $16B Bristol-Myers Squibb parent.
Director Business Unit Planning, Director WWBC Materials Management
Reduced annual operating expenses $8MM, by integrating the Aussie acquisition and explosive growth of Herbal Essences product lines within existing global manufacturing and distribution facilities.
Increased production output from 195MM to 368MM units, by implementing an innovative Make and Ship process, converting F\G warehouse space to manufacturing assets and reducing cycle time by 2 days.
Expedite the transition from a domestic to global business supply chain by implementing required infrastructure process, organizational and systems (i.e. SAP ERP) improvements.
Reduced inventory 34%, achieved targeted service to customers in a variable supply chain process with forecast accuracy of 35-40% and schedule accomplishment of 65 - 70%.
Co-chaired the 1998 Forecast Reengineering Initiative, implemented a team-based process (i.e. S&OP) to address key disruptive variable in the business demand supply chain process.
PREVIOUS PROFESSIONAL EXPERIENCE
CHURCH AND DWIGHT CO., INC., Princeton, NJ, Green River, WY, Syracuse, NY
Manufacturers of the $800MM Arm and Hammer Brand consumer and specialty product lines.
Director Customer Service & Logistics, Materials Manager, Human Resource Manager
Reduced distribution costs 40%, inventory dollars 31%, WOS 44%, cycle time 29% and improved fill rates to breakthrough 98.5%, by strategically redirecting the organization to an integrated supply chain focus and process management orientation.
Achieved $6MM annual savings, doubled production output and the number of truckloads, by initiating and implementing innovative operating approach achieving on time start up of detergent plant expansion.
Reduced PONC $2.5MM in first year of Quality Improvement transformation, by chairing the implementation of QIP leadership team. Changed our culture by integrating quality principles and focusing on the customer.
Initiated and implemented a demand based production and deployment process that incorporated direct plant shipments and a network consolidation in the consumer household and personal care businesses.
Re-engineered the customer satisfaction process to incorporate a delivery focus that utilizes full order management and proactive\ exception customer support principles and achieved ISO 9002 certification.
Reduced human resource assets 32%, by consolidating customer service and logistics departments into an Integrated Supply Chain process team that exceeded profitability and service objectives.
Reduced direct manufacturing costs 8% and overheads 36% at the companys largest production facility, by implementing lean principles in the facilities production, warehousing and shipping departments.
EDUCATION
S.U.N.Y. at Buffalo, Bachelor of Science Degree |
