Performance Improvement/Project Management/Ops

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Position
Performance Improvement/Project Management/Ops
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Consulting--Management--(alsoEngineering/Science)
Function
MANAGEMENT of Consulting Team(s)
Compensation
$100,000 to $200,000

Resume Summary
I have saved tens of millions of dollars and thousands of jobs by optimizing supply chain operations, both as an interim manager and as a consultant. These improvements were made while maintaining, and often enhancing, service levels.

Resume Body      PERFORMANCE IMPROVEMENT/PROJECT MANAGEMENT/OPS

PERFORMANCE IMPROVEMENT EXPERT SPECIALIZING IN PROJECT MANAGEMENT, SUPPLY CHAIN MANAGEMENT, AND OPERATIONS

EXPERTISE: Project Management, Performance Improvement, and Change Management
Supply Chain Management, Operations, and Finance
Process Improvement/Business Process Reengineering
Benchmarking, Metrics, and Scorecard Development
Strategy Development and Implementation
Activity-Based Costing and Management
Restructuring/Turn-Around
International Management Consulting in ten countries (Europe, Middle East, Canada)
Interim Management
Project Management Professional (PMP) Certification
Lean Six Sigma Black Belt Certification
Certified Blockchain Expert

INDUSTRIES: Oil & Gas
General Manufacturing
Transportation/Distribution and Logistics
Aviation/Automotive/Heavy Industrial
Petroleum, Specialty Chemicals, and Gases
Federal Government/Department of Defense
Consumer Goods and Electronics Retailing
Management Consulting
Asset-based Lending and Private Equity

NOTABLE CLIENTS:
-- BP
-- TransCanada Pipeline
-- Budget Rent a Car
-- Occidental Petroleum
-- Pfizer
-- Goodyear Tire & Rubber
-- Johnson Controls
-- Western Refining
-- Air Products & Chemicals
-- US Department of Defense

ACCOMPLISHMENTS:

SMEC NORTH AMERICA, Houston, TX, Senior Project Manager--(August 2015 to Present)

Project Management and Performance Improvement, Supply Chain, Operations
-- Designed and implemented the Supply Chain and Material Management Strategy for a NYSE listed, $15B independent refinery. This work involved designing an operating model, high level project plans, Gantt charts, and ten key processes while managing multiple client teams in preparation for the next turnaround, which will encompass 1 million man-hours and up to $100MM in spend over 30 days.
-- Subsequently adapted and applied the tools developed for turnaround to all major projects.

CHAUCER AMERICA, Houston, TX, Principal Consultant (February 2014 to September 2014)

Project Management and Performance Improvement, Supply Chain, Operations
-- Revamped the project planning framework of a $396B oil & gas producer for the struggling Gulf of Mexico deployment in a $1B+ restructuring of the global procurement function. The client mandated the use of these templates and approaches as the global standard for subsequent regional implementations.
-- Lead the PMO for the Global Procurement and Supply Chain Management function on the same initiative during a personnel transition. This project scope encompassed processes, organizational structures, and technologies (SAP).

Practice Management
-- Served as a member of the Oil & Gas Sector Leadership Team which steered the companys US strategy following a management-led buyout in March 2014.

PROJECT MANAGER/MANAGEMENT CONSULTANT, Washington, DC, Independent Contractor (January 2006 to February 2014)

Performance Improvement and Restructuring Supply Chain, Operations
-- Managed a multi-million dollar project for a $10B oil and gas pipeline operator in Canada designed to integrate Pipeline Integrity and Maintenance functions. Client implemented recommendation to realign 400 positions and ~$400MM in total expenditures into a newly created VP-Level department with a new operating model. First year projected benefit is over $20MM.

Performance Improvement and Restructuring/Turn-Around
-- Restructured the finance and accounting function of a Part 125 air carrier experiencing liquidity issues and provided advice on financing alternatives. This effort required the development of management systems and processes for both financial reporting and cash flow management of the company, as well as coaching the CFO in their use.
-- Developed and installed the cash flow forecasting model for the same air carrier.
-- Guided the owners of a public adjusting company in restructuring efforts to cope with explosive growth resulting from recent natural disasters and developed a plan to sustain revenues during cycles between disasters.
-- Assessed an enterprise software companys marketing and product development functions, identified critical shortcomings, and recommended changes.
-- Spearheaded efforts to raise $90 million debt and equity capital by a Part 135 charter airline as interim Senior Vice President of Development.

Assessment, Wind-down, and Litigation Support
-- Assessed the best possible alternatives and managed the orderly liquidations of several businesses ranging in size up to $25 million.
-- Provided analysis and strategic guidance during litigation stemming from fraud in a defunct vehicle retailer.
-- Benchmarked an enterprise software companys pricing structure and strategy against its worldwide competitors and overall software industry trends.

MORRIS ANDERSON & ASSOCIATES, LTD., Washington, DC, Managing Director
(October 2003 to December 2005)

Performance Improvement and Restructuring/Turn-Around
-- Advised lender to execute credit bid in bankruptcy 363 auction after identifying multi-million dollar fraud resulting in substantial degradation of collateral position.
-- Developed liquidation contingency plan to maximize return to lenders pending shutdown of a manufacturing client.
-- Guided a trucking company in the development of a survival strategy and in handling creditor negotiations. Included in this work was the development and installation of a cash flow management system and the coaching of the CEO in daily management of backoffice operations.

Practice Management
-- Established the firm's Washington office, created brand presence in Mid-Atlantic, and developed relationships with hundreds of lenders, investors, and attorneys.
-- Became recognized subject matter expert leading to speaking engagements before the National Air Carrier Association, Aviation Suppliers Association, Association for Machine Technology, and a magazine interview.

CELERANT CONSULTING, Lexington, MA, Management Consultant
(April 2002 to November 2002)

Supply Chain, Operations, and International Management Consulting
-- Designed and implemented a scorecard and management process for seven SVP level functional areas within a $5 billion electronics retailer. This work required leading a large, multi-departmental team of client personnel to identify the metrics, related data needs, and develop the reporting processes and tools.
-- Assessed improvement opportunities for client's offshore oil rig operations in Qatar, saving millions in capital expenditures.

HCL INTERNATIONAL NV (DBA Budget Rent A Car, Booz & Company client and a holding of UBS Capital Private Equity), Hoofddorp, The Netherlands, Interim Manager (Operations)
(June 2001 to November 2001)

Business Turn-Around and International Management Consulting
-- Successfully saved over 700 jobs within this $250MM company by eliminating several hundred excessive positions and providing ABM and operations expertise. The savings were realized through extensive process mapping to identify key operational problems and performance improvement opportunities. Subsequently, we deployed new processes and other tools to correct the problems.
-- Simultaneously led the progress of ten operations work streams using client personnel from several different departments. The client personnel on these workstreams had no prior experience in these types of activities and required extensive training and coaching to complete the effort.
-- Planned the closure of 20% of client's outlets without loss of revenue and minimal impact on service levels. Created an econometric model to demonstrate that top line shrinkage was the result of external economic factors rather than restructuring.

BOOZ & COMPANY, New York, NY, Associate (August 2000 to August 2001)

Supply Chain and Operations Management
-- Designed production scheduling process which demonstrated a 55% reduction in cycle inventories.
-- Developed an assemble-to-order manufacturing strategy for a client's 27 engineer-to-order plants world-wide.
-- Led client's design team in modularizing custom-engineered products. The design team of roughly 15 engineers from design centers around the globe, all operating in English as a second language, required training and coaching in how to apply assemble-to-order strategies to their existing product line.
-- Modeled the capacity constraints of a client's key product line.
-- Assessed client's strategic sourcing and advanced quality planning tools and made recommendations which cut up to 10% of product launch costs.

Performance Improvement and Restructuring/Turn-Around
-- Developed a plan to reverse the financial losses a client experienced due to poor pricing strategy and operations.
-- Developed a productivity measurement approach to identify unnecessary employee positions resulting in a 12% labor cost savings.
-- Worked on projects in eight European countries and Canada.

PRICEWATERHOUSECOOPERS, LLP, Fairfax, VA, Management Consultant
(June 1997 to August 2000)

Performance Improvement/Turn-Around, Process Improvement/BPR
-- Benchmarked client's capital project management process against industry best practices and made recommendations which would result in a P&L improvement of over $50 million.
-- Developed a restructuring plan which cut operating costs by 25%, saving $15 million per year and preventing the loss of ~1000 jobs.

Supply Chain and Operations Management
-- Evaluated purchasing and inventory management processes and developed recommendations and implementation plan which would reduce cycle time by up to 30% and result in significant cost savings. The approach utilized extensive process mapping, reengineering, and value-added and cycle time analyses.
-- Authored a draft Strategic Plan which would result in the reduction of cycle times and the logistics portion of unit costs by 20% each.

Activity Based Costing and Management
-- Conducted pre-release testing of PeopleSoft ABM software.
-- Utilized ABM tools and methodologies to focus current and future process improvement efforts at a client's manufacturing facility.

Enterprise Resource Planning
-- Conducted pre-release testing for PeopleSoft.
-- Conducted a study which pinpointed the current best practices and critical success factors in the implementation of ERP packages.
-- Wrote the strategic plan for use of ERP by the U.S. Department of Defense.

PECK RECYCLING, Richmond, VA, Transportation Manager
--Spearheaded Business Process Reengineering efforts within a troubled department while supervising a staff of 25 people in multiple locations.

DDI TRANSPORTATION, Ashland, VA, Fleet Manager
--Increased profitability by 25% in the New England region.

AIRCO GAS, Richmond, VA, Plant Manager
--Improved production by 29% while cutting overtime by 96%.

PRESENTATIONS/SPEECHES:

"Dealing with Distressed Customers and Suppliers", Association for Machine Technology, Washington, DC

"Managing the Aviation Business in a Distressed Environment," National Air Carrier Association, Supplier Council, Washington, DC, April 2005 and Aviation Suppliers Association annual conference, Boca Raton, FL

"A Primer on Supply Chain Management", Transportation Research Forum, Montreal, QC

EDUCATION: Master of Business Administration, Virginia Commonwealth University
Concentration: Decision Sciences (GMAT score 710-98th percentile)

Bachelor of Business Administration, University of Notre Dame
Concentration: Finance and Business Economics
U.S. Army ROTC four year scholarship recipient

Honorable Discharge, U.S. Army Reserve

CERTIFICATIONS

Project Management Professional (PMP)

Lean Six Sigma Black Belt

Certified Blockchain Expert

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