OPERATIONS & BUSINESS PROCESS IMPROVEMENT LEADER
Grow EBITDA | Optimize Operational Performance | Drive Sustainable Transformational Change
Consummate senior-level leader with expertise in P&L and account management, operational performance, engineering, and quality oversight. Known for collaborative approach with customers, executive leadership teams, and operational and functional business leaders. Identify, prioritize and execute on opportunities to improve key performance indicators, engaging all organizational levels in deploying proven problem-solving strategies based on data-driven insights. Focused on results with bias for action to achieve operational excellence. Servant-leader recognized for resoluteness, open communication and team development.
P&L Management | Lean Six Transformation | Six Sigma Master Black Belt
Quality Management | Global Team Leadership | Customer Relationships
Manufacturing Operations | Strategic Planning | Training / Mentoring / Coaching
IRON MOUNTAIN, INC. (formerly Recall Corporation), Atlanta, GA 2014 2016
Senior Director, Global Business Improvement
Led global business improvement team of 5 direct and 30 indirect reports spanning North and South America, Europe, Asia and Australia, supporting 80K+ customer accounts across 24 countries with footprint of 300+ dedicated operations centers.
" Reinvigorated global business improvement process by developing and executing a strategy in alignment with executive leadership team priorities, upgrading training and certification, and implementing web-based project management system.
" Delivered 4% year-over-year (YOY) EBITDA margin growth and $62M (2% of revenue) global productivity savings over 3 fiscal years.
" Designed and piloted daily kaizen transformation in 7-country Asia region achieving 100% employee engagement.
RESOLUTE MANAGEMENT CONSULTING, Cumming, GA 2012 2014
Provided profit-and-loss (P&L) leadership during organizational transitions in partnership with private equity (PE) clients.
" Served as Director of Operations for PE client portfolio company, managing entire $120M P&L for 2 plants $50M and $70M, respectively, through 12 direct reports and 130 employees.
- Delivered 61% YOY EBITDA growth despite 11% lower sales revenue.
- Reduced operating cost $3.2M by eliminating redundant blow-molding machine and SKU rationalization.
- Improved OEE from 56% to 72% and reduced changeover time 73% on low-performing blow-molding line.
- Achieved 12.4% YOY conversion cost/lb. reduction while improving customer satisfaction by 27%.
" Functioned as Director of Operations for another private equity client portfolio company, with retail and OEM customers, managing entire $150M P&L through 6 direct reports and 100 employees.
- Reduced $4.6M in operating costs and identified $2.1M in additional cost reductions by driving A3 project strategy.
" Diminished cost of quality by $4M within PE clients paper food and beverage packaging value stream by rationalizing / standardizing test procedures, innovating / improving testing processes, creating standardized work, and reducing labor and material requirements dramatically.
NEWELL RUBBERMAID DÉCOR GBU (LEVOLOR), Atlanta, GA 2010 2012
Director, Operational Excellence
Developed and led the operational excellence strategy for global supply chain consisting of 4 manufacturing sites in U.S., Canada, Mexico and China and a supply base located in U.S., Mexico, China, Thailand and Vietnam. Supervised 4 operational excellence managers and 3 productivity value engineers.
" Delivered net productivity savings of $10M and 5% YOY supply base cost reduction by designing and managing robust operating rhythm and portfolio exceeding 300 projects.
" Enabled distinct competitive advantage by designing and executing manufacturing plan and cellular layout for CustomSizeNow" blinds / shades cutting machines operating in 1K+ Lowes stores.
" Realized annual labor and operating expense synergies of $2.3M by consolidating 2 U.S. manufacturing sites.
GENERAL DYNAMICS JET AVIATION, INC., St. Louis, MO 2008 2010
Director, Continuous Improvement
Developed and deployed lean transformation strategy in collaboration with executive leadership. Recruited, led and developed 5 lean manufacturing experts to improve key performance indicators in assigned value streams.
" Eliminated stock-outs, resulting in 30% on-time-delivery (OTD) improvement, by implementing line-side supermarket pull system.
" Reduced rework by $1M+ per year by converting outmoded wood laminate solvent-based coating process.
" Achieved 50% cycle-time reduction in aircraft seat manufacturing via introduction of cellular manufacturing.
THE NORDAM GROUP, Tulsa, OK 2004 2008
Director, Six Sigma
Built complete corporate Lean Six Sigma infrastructure, including 9 global manufacturing sites in the U.S., U.K., and Singapore.
" Delivered $15.7M in validated direct productivity by training and mentoring 13 Black Belts and 40 Green Belts.
" Achieved 33% yield improvement on laminated windshields and $1M scrap reduction by improving measurement system and using design of experiments (DOE) to identify and control key process input variables.
" Accomplished 50% throughput improvement, generating $5.76M additional annual revenue and resulting in 40% work in process (WIP) reduction by leading mission-critical thrust reverser value stream project.
GENERAL ELECTRIC AIRCRAFT ENGINES (GEAE), Cincinnati, OH 2003 2004
Customer Account Manager, Military Engines Operation, Spare Parts Sales
Provided inside sales and customer-facing support by establishing, implementing, managing, monitoring and improving Inquiry-Order-To-Remittance (IOTR) process for military spare parts supply chain.
" Achieved 67% labor reduction and improved customer responsiveness while managing 24% ($360M) of military spares accounts by outsourcing administrative work content to customer support center.
" Received leadership recognition award for leading joint GE / USAF team and reducing channels of transactional distribution from 4 (phone, fax, email, U.S. mail) to 1 (EDI) resulting in 75% lead-time reduction.
" Increased On-Time Delivery from 91.5% to 95% by reducing bottlenecks in coordination with supply chain team.
" Reduced average RFQ turnaround time by 72% through data analysis and weekly rhythm of follow up actions.
GENERAL ELECTRIC, Elano Division, Dayton, OH 2001 2003
Six Sigma Black Belt
Led divisional lean six sigma strategy and developed project leaders through training, coaching, and mentoring 45 Six Sigma practitioners (Green Belts) and hourly employees on Lean Six Sigma philosophy and application.
" Surpassed FY01 Six Sigma productivity goal by 26% ($3.3M v $2.62M), by 5% in FY02 ($6.3M v $6.0M).
" Delivered direct labor productivity improvement of 10% in FY01, 8.4% in FY02.
Master of Science (MS), Manufacturing Management, GMI Engineering & Management Institute, Flint, MI
Bachelor of Science (BS), Industrial Engineering, Purdue University, W. Lafayette, IN
Six Sigma, Lean Manufacturing, Certified Kaizen Leader, Shingijutsu, TPS, GE Action Work Out, Project Management, TPM, Value Adding Management, VA/VE, SPC, Statistical Engineering (Shainin), 8D, APQP, DOE, GD&T, SMED, A3, VSM, Quality Audits, Root Cause Analysis, Standard Work, FMEA, FAA FARs, Microsoft Office Suite, Microsoft Project, Minitab, iGrafx, FMEA-Pro, SAP, Salesforce, SharePoint, 1-week sensei mentoring in Japan (quality planning and process error-proofing)