Senior executive and dynamic leader with over 18 years of progressive management experience in supply chain, manufacturing, information technology and finance. Proven track record of delivering bottom-line contributions through development and execution of strategic process improvements using six-sigma and lean tools to drive cost, inventory, stock-out and lead time reductions. Sharp business acumen and an unparalleled analytical ability support a goals-based leadership style. Key strengths include strong communication and negotiation skills and an ability to initiate and respond to change while managing multiple responsibilities across functional lines. 

Work History

Work History
Aug 2007 - Present

Executive VP, Supply Chain Management

Responsible for all supply chain activities, component manufacturing operations and the in-stock cabinetry business. Promoted from Senior Vice President in August 2007 and given additional responsibility of four component manufacturing facilities and the in-stock cabinet business, a five facility, $100M/yr business selling in-stock cabinetry to home centers, builders and independent dealers. Key member of executive leadership team covering all areas of strategy development. Report to President and direct a staff of 8 direct and over 500 indirect.

  • In-Stock Cabinet Business: Successfully maintaining high levels of service, quality and fill rate to home center customers.Championing efforts to exploit new opportunity in the opening-price-point builder-direct, multi-family, and home center in-stock markets.Successfully brought on additional home center customers, resulting in a 20% increase in revenue. Improving lean supply chain and variable distribution capacity models to drive operational efficiency despite volume fluctuations and increases in manufacturing complexities. Evaluated, recommended and executed the closure of the Atlanta distribution facility.
  • Component Operations: Led optimization/turn-around of Mexican door production facility which had fallen behind start-up expectations.Reengineered miter door production to ensure equipment capability aligns with investment case expectations. Started a second production shift to accelerate in-sourcing from higher-cost domestic suppliers and drive volume efficiencies.Successfully improved costs by over 30% prior to closing the facility due to low market demand.Evaluating lamination operations capacities and production locations to optimize supply chain economics.Evaluated, recommended and executed the closure of a dimension component production facility and drove savings through component outsourcing activities.Implemented balanced scorecard reporting for all component operations.
Mar 2005 - Jul 2007

Senior VP, Supply Chain Management

Responsible for all supply chain activities, consisting of strategic sourcing, purchasing, materials management, production planning and scheduling, logistics, distribution and ERP implementation functions. Member of executive leadership team covering all areas of strategy development. Promoted from Vice President in March 2006.Reported to President and directed a staff of 7 direct and 80 indirect.

  • Sourcing/Purchasing: Championed dramatic expansion of Low-Cost-Country sourcing to deliver over $20 million in annual purchase price variance savings. Drove structured supplier development initiatives in Asia, Eastern Europe and the Americas. Influential in new product introductions utilizing sourced materials.
  • Logistics: Led complete overhaul of logistics network to deliver variable capacity availability and savings through improved dedicated fleet utilization, increased back-haul, and aggressive rate negotiations. Implemented the i2 transportation management system. Manage two retail cabinet outlet centers.
  • Operations and Materials Planning: Drove strategic re-alignment of Semi-Custom manufacturing assets with customer/product requirements to reduce lead time and freight costs - contributing over $8M in cost reduction annually.Implemented an available-to-promise order management system using constraint-based scheduling to enhance customer satisfaction and improve efficiency in operations. Drove significant improvement in working capital efficiency through inventory reductions and payment terms extensions. Led successful expansion/implementation of Friedman ERP system to HomeCrest and Decora business units.
  • Interim Assignment: Led operations and supply chain for Fortune Brand’s Simonton Windows from October 2006 to June 2007. Simonton operates 7 manufacturing locations and has annual revenues approaching $500 million. Responsible for manufacturing, sourcing and materials, customer service, quality, field service, engineering, and logistics functions. Member of executive team developing strategic direction for the business.Reported to President and managed a direct a staff of 6 and indirect staff exceeding 1200.
    • Achieved aggressive budgeted improvements in operations within six months in both labor productivity and material efficiency. Implemented balanced scorecard metrics and drove spending discipline through a checkbook management approach. Led “swat team” effort to improve coastal product production, turning operation from $500k/month loss to net positive.Leveraged Fortune Brands logistics spend to significantly reduce 3rd party freight costs. Built a sourcing organization while utilizing third-party resources to accelerate delivery of $8.5M in budgeted reductions.
Jun 2004 - Mar 2005

Senior Director of Materials

Responsible for all materials management, production planning, scheduling, and ERP implementation functions. Reported to Vice President of Supply Chain Management with a staff of 4 and indirect of 30.

  • Materials Management: Developed and led company-wide materials management processes, including the introduction of a lean materials continuous improvement process. Revamped organizational structure to establish strong plant materials managers operating in a matrix environment. Implemented an executive sales, operations, and inventory planning process. Led capacity planning and budgeting processes including make/buy decisions. Coordinated production plans to ensure efficiency and lead-time balance. Developed a demonstrated straight time capacity process that led to a 40% reduction in Semi-Custom plant labor overtime.
  • Systems Implementation: Led the installation and enhancement of the Friedman Frontier ERP system for the Semi-Custom business. Instituted enhanced business processes based on the system including MRP, DRP, CRP, and a robust product configurator. 
Oct 2002 - Jan 2004

Director, Supply Chain Management

Responsible for purchasing, planning and scheduling, warehousing, distribution, logistics, and ERP implementation functions of U.S. operations. Reported to Vice President of Operations and directed a staff of 10.

  • Sourcing and Materials Management: Established materials supply strategy closely aligned to business targets and led plant and corporate materials managers in execution. Drove total cost of ownership model for purchased materials and services. Enhanced materials reporting processes and revamped supplier metrics and quality exception reporting. Led supplier technology exchanges and surplus material sales. Drove a 20% reduction in inventory levels through improvements in forecasting and inventory. Oversaw traffic and import/export to/from overseas production locations.
  • Manufacturing Planning: Led manufacturing planning including demand forecasting, capacity management, master scheduling, and materials planning across all facilities. Enhanced monthly sales and operations planning process with addition direct supply chain partner exchanges. Key driver of “rapid response” project to reduce manufacturing cycle time from two weeks to less than forty-eight hours through use of six-sigma and lean manufacturing tools. Responsible for preparing the operations and supply chain portions of the business divestiture data package leading up to the sale of the business in early 2004. 
Sep 2001 - Oct 2002

Plant Manager

Responsible for operations and general management at $40 million/yr. stand-alone manufacturing facility. Also responsible for sales/marketing of Rigid product line. Reported to Vice President of Operations and directed a salaried staff of 20 and a production staff of 175.

  • Manufacturing Management: Led manufacturing of Isola’s high-performance materials, research and development trials, and surge capacity production for standard materials. Met all budgeted safety, labor productivity, and production capacity targets while reduced total inventory by 30%. Responsible for ISO-9001, Underwriters Laboratory and Department of Defense Military Specification compliance. Led all activities related to the permanent closure of the La Crosse facility including negotiation of closure settlement agreement with Union, product transition to other facilities, and management of asset redeployment
  • Product Management: Set pricing and market position for Rigid product line, developed target sales plan and provided direction to field sales organization and marketing communications group. Led off-shoring of this product line to intra-company production facilities in China and Europe, exploiting labor and currency efficiencies. Drove alternate material qualifications to improve margins by 15%.
Sep 1999 - Oct 2002

Director of Information Technology

Isola Laminate Systems Corp.

Member of the business leadership team responsible for all Information Technology functions of US operations. Reported to Chief Financial Officer and directed a staff of 27 and budget in excess of $4M/yr.

  • Merger Integration: Led the effort to completely redevelop and integrate information technology systems, infrastructure, and personnel of the former AlliedSignal Laminate Systems division with the Isola group. Decoupled systems from AlliedSignal centralized services and established a stand-alone data center, created enterprise-wide network, and negotiated contracts for all sourced services and equipment. Responsible for maintenance, operation and upgrades and improvements to all systems.
  • Systems Management: Planned and led expansion of Baan Triton ERP system in the U.S. and the design and customization of an SAP solution in Europe and Asia. Implemented a lean-based systems improvement process including Kaizen events to drive standardized best practices across all facilities. Successfully implemented an e-business portal to allow direct supplier and customer interaction with Isola’s back-end systems. Developed internal Intranet bringing reporting and work flow management applications. 
Mar 1998 - Sep 1999

Controller and Materials Manager

Responsible for materials management, financial controls, accounting, fiscal budgeting, forecasting and reporting and information technology at a $60 million/yr. AlliedSignal manufacturing facility. Reported to Plant Manger with matrix responsibility to Director of Finance and Vice President of Materials.

  • Cost Control/Improvement: Applied target costing to improve plant costs and reduce material usage variances. Developed focused enterprise cost management system by combining operating plan metrics, open-book accounting, and expense controls. Drove implementation of alternate materials. Developed customer margin analysis process leading to product and process rationalization. Coordinated “Power for Jobs” utility rate reduction program with State of New York. Led corporate internal audit compliance team.
  • Materials Management: Developed process to bring real-time demand and materials visibility to scheduling. Championed the implementation of Visual Operating Procedures in all areas of the facility. Negotiated, implemented and managed supplier consignment of major raw material inventories resulting in a 30% reduction in production inventory while reducing stock-outs.
May 1996 - Mar 1998

Purchasing Analyst

Responsible for $50M in annual copper foil, paper substrate, and release film procurement. Activities included direction/oversight of plant buyers, metals hedging activities, inventory control, scrap sales, negotiating supply agreements, and materials forecasting. Took on additional responsibilities of glass fabric buyer/analyst during personnel change. Reported to Vice President of Materials.

  • Reduced costs over 10% through negotiated reductions, productivity improvements, and alternate sourcing. Led supplier partnership quality, productivity, technology and supply chain teams. Responsible for global procurement metrics through development of purchasing database. Core member of product development teams that included business plan development and cost and contribution margin analysis. 
Sep 1994 - May 1996

Services Contract Negotiator

Negotiated agreements for oilfield, environmental, drilling/down-hole and facility services. Developed and implemented risk analysis-based bid evaluation process and cost based labor rate analysis process. Negotiated purchase agreements for five new helicopters, structuring a third party deferred like kind exchange to reduce tax liability. Developed services aggregation bid packages. Responsible for $40M of annual expenditures.

Apr 1993 - Sep 1994

Materials Contract Negotiator

Negotiated blanket order agreements for all domestic oilfield operations. Developed commodity and site specific procurement plans. Managed capital equipment and start-up procurement activities for facility construction projects. Recommended improvements in oilfield tubular vendor stocking programs. Assisted in development of book-impact procurement value measurement process. Responsible for over $25M in annual expenditures. 

Jan 1991 - Apr 1993

Purchasing Agent

Instrumentation and field site buyer for domestic and overseas production and affiliate operations. Created primary supplier partnering process and drove implementation to achieve consolidation of purchases for maximum leverage. Active in capital equipment purchases for major facility construction projects including procurement oversight of contract engineering firms. Responsible for over $10M in annual purchases.

Jun 1988 - Dec 1990

Engineering Co-op

Assisted in design of new excavator assembly area; completed concept and final design of equipment layout and preparation of capital appropriations proposal. Planned and supervised building diesel fuel piping upgrade project. Wrote new product announcements and equipment publications. Conducted annual customer survey. Designed vehicle rubber track test facility and prepared capital appropriations proposal. Analyzed engine and drive train simulator performance. Designed floor plan layout for hydraulic control valve flexible manufacturing system. Wrote production routings, shop tooling orders and changes, and bills of material.


Aug 1986 - Dec 1990

Bachelor of Science

Cumulative GPA: 3.47/4.00