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Work experience

Jan 2007Present

VP Supply Chain and Operations Team Sports

Easton Bell Sports

Easton Bell Sports, Van Nuys, CA 2007-CurrentThe premier manufacturer of performance sporting goods in the world; servicing international sporting goods retailers and educational institutions with Baseball, Hockey, Football, Cycling, Snow Sports, and Fitness equipment. A $800mil privately held company made up of some the most valuable brands in sports including Easton, Riddell, Giro, Bell, and Blackburn.

Vice President Team Sports OperationsAccountable for the management and continuous improvement of all world wide manufacturing, distribution, transportation, inventory management, and customer service functions for the team sports business units with $375mil in annual revenue; made up by Easton Baseball, Easton Hockey, and Riddell Football. Total oversight responsibility including 2 vice presidents, 9 directors, 20 managers, 22 analysts/planners, and 310 hourly associates in 12 facilities in 4 countries.• Management of 4 distribution centers; reduced cost structures by 18%, improved cycle time from 5.1 to 3.2 days on avg order set, reduced avg shipment rate per order to 1.6 from 3.7 (Salt Lake, Montreal, Rantoul, LA)• Shifted a significant portion of Hockey Stick manufacturing from China to Mexico resulting in annual savings of $3.6mil or a 24% reduction in standard costs; while maintaining strategic production flex in Mexico for Make to Order custom demand.• Streamlined new football helmet manufacturing by closing several faculties, reorganization of manufacturing management team, and development of advanced production scheduling tools to increase capacity 33% (from 330k to 410k units) while reducing fully loaded costs by 16% on a base of $29mil.• Created 18 month rolling forecast and build plan for Asian baseball and hockey suppliers to lock in capacity, raw materials, and costs structures greatly improving production cost performance and customer delivery.• Consolidation of 17 international freight forwarders and 9 North American freight providers into a single UPS transportation management platform; while reducing carrier matrix and overall ocean rates by 14%

Vice President Supply Chain StrategyResponsible for efforts to optimize and merge 3 separate sporting goods companies into a single supply chain shared services entity. Executive charged with identifying and laying the implementation ground work for $25mil (on a base of $237mil) in annual SG&A savings across all supply chain functions. Additionally, charged with the creation of processes and plans to reduce non-productive inventory by $20mil (on a base of $196mil).

Sep 2003Jan 2007

VP Supply Chain Strategy

Linens ‘N Things , Clifton, NJ 2003-2007A leading retail destination for home enthusiasts. LNT had 571 stores throughout the US and Canada with annual sales of $3.2bil. Sales increase of 16% with 4 consecutive years of EBITDA growth during my tenure.

Vice President Supply Chain Planning, Development, and ExecutionResponsible for leading efforts to integrate supply chain science with traditional retail art for the US's # 2 value home goods retailer. Lead efforts to redesign merchandise planning, flow, and inventory management from demand through allocation and store delivery. Part of the management team that sold the company for a 40% market premium. Total oversight responsibility including 3 directors, 6 managers, and 24 analysts and planners.• Hands on effort to change buying habits and implement product life cycle (PLC) management tools resulting in inventory reductions of $96mil on a base of $946mil while driving in-stocks to 97% on forecasted sales.• Created Supplier Forecast and Planning process resulting in 93% accurate forecasts 150 days out for replenishment, seasonal, and promotional goods (both domestic and import).• Architect of an inventory migration effort shifting $85mil of ownership depth and focusing store presentation on best sellers while reducing ownership of less productive items. Within 120 days a 11% increase in sales resulted on key items with no measurable loss in sales from the deemphasized items.• Implemented a supply chain visibility (SCEM) command and control solution that provided key alerts for all flow milestone failures, real time KPI's• Institutionalized advertising buy and allocation processes to attain store in-stock of 97% (from 89% on a by store sales weighted ownership basis), while driving sell through to 84% (from 55%)


Aug 1986Jun 1991


Princeton University


Operational Execution
Change Management


Complex Problems that have remained unsolved for long periods of time


Auto restoration

Beach combing