A strategic, creative, energetic, and results oriented supply chain leader with a

            proven track record of continuous improvements and achievements. Led

            numerous initiatives for airline and metal manufacturers to enhance customer

            service, reduce costs and improve business practice in order to compete in a

            mature, dynamic, international market.


Financial Mgmt & Control                                Demand MgmtForecast Mgmt                                               Strategic Business PlanningCurrent Asset Mgmt                                        Supply Chain MgmtLean Manufacturing                                         Theory of ConstraintsJust in Time                                                    Manufacturing Resource PlanningProduction Planning                                         Capacity Requirements PlanningMaterial Requirements Planning                        Master Production SchedulingTotal Quality Mgmt                                           ProcurementKey Process Metrics                                        Process ImprovementP & L Forecasting                                            Operating BudgetsFinancial Analysis                                            Credit AdministrationChange Mgmt

Work History

Work History

Process Manager Production Planning & Order Control

  • Integrated Planning Departments from company operating facilities into one department.
  • Managed WIP inventory flow between operating facilities; reducing WIP inventory by 40%.
Jul 2011 - Present

Planning - Contact Center Supplier Performance

United Airlines

Report to Director of Supplier Performance. Responsible for the day-to-day operations management of offshore call centers; including the execution of strategic plan to optimize revenue and drive down costs.

  • Developed, implemented and managing manpower planning process for 8 office locations and approximately 2,000 agents. Balancing manpower supply with customer demand for 5 voice products and back-office support maximizing customer service.
  • Developed and managed annual department budget of approximately $60M.
  • Developed and implemented invoice auditing process. 2011 - 2012 savings exceeded $250k.
  • Participated on team evaluating RFPs for 2013 contract negotiations.
  • Completed Lean Six Sigma training and received Green Belt certificate. After 2 full years, the savings have reached $300k.
  • Developed, implemented and managing consolidated key process indices report to facilitate decision making.
  • Coordinated the scheduling of over 400,000 class room hours on new reservation system.
Mar 2010 - Jul 2011

Controller -- WIP Planning & Master Scheduling

United Airlines

United Airlines operates nearly 3,000 flights a day on United and United Express to more than 200 U.S. domestic and international destinations from its hubs in Los Angeles, San Francisco, Denver, Chicago and Washington, D.C. With key global air rights in the Asia-Pacific region, Europe and Latin America, United is one of the largest international carriers based in the United States.

Supply Chain - Controller WIP Planning & Master Scheduling (March 2010 to Present)

Report to Manager of WIP Planning & Scheduling. Responsible for development, implementation and execution of scheduling system, development of supply chain key process indices reports, managing WIP inventory through supply chain, and change agent for Vendor Management Component Group.

  • Designed and implemented lean job shop scheduling system that increased customer service level by 25% (from ~ 68% to 91%).
  • Developed and implemented VM scheduling priority system ensuring right sizing of finished goods inventory. Annual cost savings are in year one are $1.8M.
  • Assist Vendor group Project Mangers in planning, expediting, and provisioning of inventories. Resulting in reduced delays and cancelations.
  • Selected for Green Belt certification. My project focuses on developing a preventive process to improve the health of United’s inventory. The annual savings exceed $100k.
  • Developed key process indices reports that enabled root cause analysis resulting in expeditious decision making and resolution of issues.
  • Determine right size of inventory levels through forecasting consumption.
  • Budget cost analysis to optimize inventory usage.
  • Building excellent communication rapport with partners.
  • Driving process improvements through
2002 - 2009

Supply Chain - Sr. Manager, Business and Financial Planning

Beta Steel Corp (BSC), a subsidiary of Novolipetsk Steel, is a mini-mill with an annual hot roll coil capacity of 1.2 million tons. Clients include steel service centers and pipe and tube manufactures. BSC's annual sales are $400 M.

Supply Chain - Senior Manager Business and Financial Planning (2002 to May 2009)

Reported to the CFO. Active member of the executive management responsible for all aspects of the supply chain management, inventory control, financial planning and analysis, procurement, and credit activities.

  • Designed and implemented lean manufacturing inventory flow process throughout operations increasing WIP inventory turns by 400% and finished inventory turns by 275%.
  • Restructured order S&OP process that increased on-time delivery by 20% (from ~75% to ~95%). Jacobson & Associates ranked BSC (out of 32 flat roll steel producers) #1 in customer service and on-time delivery.
  • Production Planning Activities: Created production schedules through i2 Tech and order fulfillment systems; capacity planning; sales and operations planning, managing WIP and finished inventories; managing effective communications between operations, sales, QA, and financial.
  • Developed product cost solution model that resulted in product mix changes. These changes increased production throughput by 3.5% and reduced Repair & Maintenance costs.
  • Utilized MRP system to purchase steel scrap via third party provider. Annual spend of $250 M.
  • Implemented natural gas procurement program that enabled BSC to minimize risk. 2008 annual savings were $350 thousand. Annual spend of $30 M on natural gas & electricity.
  • Implemented a global steel slab procurement program to supplement BSC melt shop operations. Increasing revenue by $30 M.
  • Utilized financial forecasting model for monthly, quarterly, annual and strategic planning purposes. The model projected income statement, balance sheet, and cash flow statement. Translated insights into recommendations and actions for the CFO, CEO and Board of Directors.
  • Performed variance analysis between budget and actual results. Communicated results of variance to department heads, CFO, and CEO.
  • Lead cross functional team in the development of the strategic and annual financial forecast with corresponding operating plan. Process included detail line item budgets and manpower requirement budgets.
  • Assisted department heads with individual budgets. Compiled budgets into corporate budget and business plan.
  • Ad hoc reports include the following: financial sensitivity analysis, key process indices analysis, break-even analysis, competitive benchmarking, cost modeling, "what if" analysis, industry reporting, and sales analysis.
  • Implemented financial credit policies / procedures and nurtured customer relations. Activities resulted in a reduction of day's sales outstanding by 60%.
  • Assisted shareholder, CEO, and CFO in sale of BSC to Novolipetsk Steel in 2008. Projects included data room documentation, management presentation, teaser development and presentations to potential buyers.
1999 - 2002

Production Planning Manager

Reported to the V. P. of Operations. Responsible for the production planning and scheduling.

  • Implemented $500 thousand supply chain software solution on time and within budget. The project improved quality diversion rate (yield performance) by 1% while reducing manufacturing delay by 5%.
  • Implemented an order fulfillment system & Enterprise Resources Planning (ERP) that improved inventory accuracy to over 98% and reduced standard lead time by 40%. Improved customer service through accurate and timely information exchange.
  • Implemented planning and scheduling procedures and provided training of the staff.
  • Participated on a team that purchased all steel scrap. Annual purchases exceed $110 million.
  • Helped design and implement financial forecasting model with Pricewaterhouse Coopers and third party contactor.
  • Performed "what if" analysis utilizing financial forecasting model for strategic planning purposes.
  • Served on a team that implemented ISO 9001:2000.
1996 - 1998

Senior Analyst Planning Projects

  • Part of corporate order fulfillment team, including inside/outside sales, quality, operations, planning, and scheduling that designed and implemented $40 million supply chain solution.
1995 - 1996

Senior Analyst Production Planning

  • Responsibilities included the maintenance of production planning model; including master planning and capacity requirements planning.
  • Successfully implemented Electronic Data Interface (EDI) system.
1995 - 1995

Plant Information System Supervisor

Kastle Steel Corp.

Kasle Steel dominated the Southeastern Michigan automotive steel blanking market. In 2004 it formed a joint venture with Delaco Steel.

  • Entry-level supervisor responsible for the day-to-day business of the Receiving, Material Control, and Electronic Data Interface (EDI) Departments.


1997 - 2001


1990 - 1994



Nov 2011


Certification in Progress
Nov 2011 - Jun 2011

Six Sigma Green Belt

United Airlines