Operations, Supply Chain, and OpEx Leader

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Operations, Supply Chain, and OpEx Leader
Location Confidential
No preference
Willing to Relocate
$200,000 to $400,000

Resume Summary
Global Operations, Operational Excellence and Supply Chain Leader with distinguished career building and executing operational strategy in multi-billion dollar organizations. Proven success achieving multi-million-dollar growth through development, execution, and improvement of processes that maximize profitability and build market share.



A Global Operations Leader with a distinguished career building and executing operational strategy in multi-billion dollar organizations. Proven success achieving multi-million-dollar growth through the development, execution, and improvement of business processes that maximize profitability, and build or restore market share in highly complex and competitive business climates. Widely considered a key strategic player and regularly called upon by stakeholders to provide thought leadership in the creation, development, and execution of unique business solutions for large key-to-the-mission initiatives and to develop, attract, recruit, manage, and retain the teams that execute them in both stable and unstable environments. Adept at identifying and capitalizing on value creation synergies that accelerate business growth through customer engagement, reduced product lead times, increased capacity, improved quality, and increased cash flow.


* Operational Excellence * Global Supply Chain
* Continuous Improvement * Strategy to Plan Execution
* Customer Engagement * Cultural Transformation
* Team Building * EH&S
* Talent Management * Profit Growth
* Revenue Optimization * Change Management
* Vision & Strategy Creation * Lean & Six Sigma
* Margin Capture * Acquisitions & Integration


HARSCO CORPORATION, Camp Hill, Pennsylvania 2009 - 2014
A $3B worldwide industrial services and manufacturing company with 18,500 employees operating in 54 countries serving some of worlds largest, most essential infrastructure industries including metals, minerals, energy, railways, and construction.

VP Business Transformation, EH&S, Chief Supply Chain Officer & Member of the Executive Leadership Team (ELT) (2012-2014)
(452 FTE & 154 PTE with 9 direct + 4 matrixed)
Selected by the CEO to accept added responsibility for leading and managing global Environmental, Health & Safety and formal Quality functions and processes.

* Earnings Restoration: Called upon to resolve issues after lack of management visibility led to performance gaps and ultimately 9 straight quarters missed earnings targets. Conceived and introduced Strategy-to-Execution process (Policy Deployment - Hoshin Kanri), assembled, trained, coached, and mentored a team of business and process leaders in development, global deployment, and enablement in 90 days. Achieved standardization in 9 months and within the year, met earnings plan.

* Environmental, Health & Safety (EH&S): Recruited by the CEO after unacceptable EH&S performance. Investigation revealed a fragmented approach for 18,500 colleagues in 400 locations across 54 countries. Created and evangelized EH&S strategy, led training, and oversaw execution. Within the year, reduced major injuries 70%, days away 50%, and recordable injuries 54%, an all-time best in every category. This established the framework for a culture of engagement, proactive risk identification, teamwork, and zero harm.

Vice President Business Transformation, Chief Supply Chain Officer & ELT Member (2010-2012) (236 FTE & 124 PTE with 12 direct)
Promoted by the CEO to develop, implement, and lead the future state supply chain strategy including sourcing and procurement, logistics and fulfillment, inventory, and demand planning.

* $100M Supply Chain Optimization: Years of acquisitions without integrating supply chain led costs to spiral out of control. Challenged by senior leadership to optimize the supply chain ($1.6B total spend, 30K+ suppliers, $214M in inventory). Led investigation, strategy, and built roadmap. Established a new supply chain team and led execution. Evolved planning, sourcing, category and supplier relationship management, CI, consolidation, inventory management, and logistics. These efforts delivered $88M in total cash and cost reductions and are on track to achieve $105M by end of FY 2015 and $122M by end of FY 2016.

Vice President Business Transformation & ELT Member (2009-2010) (33 FTE & 76 PTE with 5 direct)
Recruited by the CEO and ELT to lead Continuous Improvement culture change across the company through the planning and implementation of Lean and Six Sigma methodologies.

* Continuous Improvement: Recruited to develop the strategy and lead a company-wide transformation into a continuous improvement (CI) culture. Built, trained, certified and developed CI leadership team and led planning and execution using Lean and Six Sigma methods. Identified opportunities in safety, quality, delivery, and productivity. Implementation founded on Leadership, Communications, Teamwork, Project Selection, and Methods & Tools. Within 2 years, this resulted in $22M Operating Expense (OPEX) savings, ultimately achieving $98M over 5 years.

CARPENTER TECHNOLOGY CORPORATION, Reading, Pennsylvania 1988 - 2008
A $2B manufacturer and distributor of high-performance specialty materials and advanced products with 4,500 employees operating in 14 countries and serving aerospace, medical, energy, electronics, automotive, and industrial products industries.

General Manager, Quality, Continuous Improvement & Standardized Operations (2004-2008) (47 FTE & 371 PTE with 7 direct)
Selected by the CEO to accept added responsibility to lead operational standardization, best practice exchange, and technical training globally.

* Profit Focus Restoration: Selected by the CEO to lead a strategic corporate-wide initiative to restore profit mindset within the largest division (350,000 orders per year). Investigation revealed a cultural preference for technical challenge vs. a profit driven focus. Built the strategy and implementation roadmap, conducted leadership training, and coached and mentored through implementation. Reduced complexity 30%, order support costs 24%, fixed costs $4.8M, inventory holding cost $3.2M, and eliminated $16M obsolescence for $24M total benefits.

General Manager, Quality & Continuous Improvement (2001-2004) (33 FTE & 289 PTE with 6 direct)
Promoted by the CEO to accept added role for Quality Systems (ISO 9001, ISO/TS 16949, AS9100, Nadcap) and expand CI focus to achieve Lean transformation.

* Profit Optimization via Lean: Chosen by the Executive Management Team to lead an organization-wide strategy and execution to capitalize on waste reduction opportunities in manufacturing and business processes. Proposed and led implementation of Lean Enterprise (a fundamental shift for CI at the time) founded on Kaizen and Value Stream activities. Identified improvements in waste, cycle times, strategic alliances, and productivity. Developed messaging and collaborated closely with functional leaders to hone the strategy. Reduced major product line cycle times by ~55%, improved strategic customer alliance benefit 10 15% with an average of ~$500K in new revenue, and achieved productivity improvement via standardization throughout 13 business units for a total cash contribution of $112M.

General Manager, Continuous Improvement (1999-2001) (13 FTE and 122 PTE with 5 direct)
Promoted by the CEO to lead a CI culture change, plan, and execute Lean and Six Sigma methods and to manage large, complex, high-visibility projects.

* Six Sigma Implementation: Challenged to improve yields, quality, and eliminate product and service variations. Built a CI leadership team and deployed Six Sigma including Design for Six Sigma, Quality Function Deployment (QFD), and Designed Experiments. Trained and managed a staff of Master Black Belts responsible for the identification and deployment of 3,139 formal CI and Six Sigma projects and used Change Acceleration Process to drive cultural change. Achieved 84% reduction in DPMO and improved quality levels of critical processes from 3s to 4s. These efforts yielded $238M in validated OPEX savings.

* Multiple M&A Assessments; Strategy, & Integration: Chosen to assess operational opportunities and deploy CI as key part of M&A activity. Assessed operational effectiveness, CI maturity, identified synergies with substantial benefits. Once acquired, launched CI to capture synergy and start progression to permanent CI culture. This was achieved for 14 acquisitions in 23 global locations over 4 years, delivering $5M in validated bottom-line benefits. Developed and executed standard practices served as templates for subsequent acquisitions.

General Manager, Bar Products, Specialty Alloys Division (1997 - 1999) (Full P&L 691 FTE with 8 direct)
Bar Products develops, manufactures, and distributes high strength alloys, stainless, bearing and valve steels, and other specialty grades in round and special shapes. Promoted by Division President to full P&L responsibility for $468M Business Unit with four plants. Staff included Sales & Marketing, Manufacturing, and Finance.

* Worst to First / Division Turnaround: Unacceptable safety, on-time performance, and cost pressures frustrated leadership. Investigation revealed functional siloes and change resistant leadership teams. Conceived and drove collaboration initiatives between Sales and Manufacturing. Increased shipments 13%, improved on-time deliveries 12%, reduced WIP inventory $6M, decreased cycle times 50% on high demand items (saving $13M in finished inventory) and reduced work-related injuries 20% the first year. This delivered $20.5M profit increase and $1M in cost savings. This distinguished the division as the highest performing and resulted in a promotion to lead overall CI.

* Customer Engagement: Charged with restoring profitability after poor customer and process focus due to functional siloes (above) eroded profit. Determined to increase value and service to customer base, established a leadership team to establish team-based goals, developed and implemented market / product service strategy, and defined and instituted Voice of the Customer projects using QFD methods. Financial benefits averaged $250K and share improved an average of 10% per strategic customer, delivering $8.5M in new profit.

Early Career Highlights with Carpenter Technology Corporation

* As Manager, Business Technology, led re-engineering of company logistics as COO-appointee; rationalized 20 distribution sites saving $22M, and launched IT service process initiatives, producing $1.2M in annual savings.

* As Manager, Material Resource Synchronization, produced $6M added profit in one year through strategic sourcing and $2M annual cost savings by re-engineering order management processes.

* As Manager, Shipping & Plant Services, directed central warehouse and internal plant logistics, improved shipment accuracy to 99.998% (less than two errors per 100,000 orders) and cut freight costs 29% ($6M annual savings) with CI teams and RFID/bar coding technologies.


Logistics Officer (1984 - 1988)
Led units of up to 84 in maintenance and transportation support, with annual budgets averaging $7M/assets managed of $38M.


Master of Science, Systems Management (Business) (1988)

Bachelor of Science, Finance (1984)


Certified Six Sigma Master Black Belt
APICS Certified in Integrated Resource Management
ASQ Certified Six Sigma Black Belt
ASQ Certified Manager of Quality
ASQ Certified Quality Engineer
Boeing (Shingijutsu) Certified Accelerated Improvement Workshop Leader
Competent Communicator, Toastmasters International


Council of Supply Chain Management Professionals
American Production and Inventory Control Society
American Society for Quality
Council on Quality, Manufacturers Alliance/MAPI


Cultural Enrichment Fund, Harrisburg, PA
Board Member, Strategic Planning Chair
Berks County Community Television
Capital Campaign Chair, Major Businesses
United Way of Berks County
Campaign Chair, Small Businesses
Hawk Mountain Council, Boy Scouts of America, Chair

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