Summary

A recognized business leader, I have a passion for reengineering processes, streamlining operations, cutting costs, and enhancing efficiencies to improve top and bottom lines. My proven successes have been in both service (3PL/logistics) and manufacturing (consumer electronics, medical devices, and food supplements) industry segments. Combining financial acumen with business know-how, I create and implement comprehensive strategic plans that generate growth and value. I have developed and implemented process improvement and turnaround initiatives, increasing profitability and shareholder value

Core Strengths

Strategic Analysis and Planning  - Supply Chain Management  -  Inventory and Cost Control  -  Continuous Process Improvement  -  Warehouse Planning and Optimization  -   Customer and Supplier Relations  -  Logistics  -  Orginizational Developement  -  Leadership  -  3PL Best Practices

Work History

Work History

Director of Warehousing and 3PL Operations

Isagenix International
2013 - Present

Present, Direct and implement supply chain and distribution processes to support new markets and global expansion.  Maintain and monitor all domestic and international 3PL partners, negotiate and execute 3PL agreements. Identify, and implement distribution strategies and operations for all new country product launches.

President and Vice President of Operations

Fidelitone Logistics/TechniPak
2007 - 2013

Fidelitone Logistics acquired TechniPak in 2012. Fidelitone is a $400+M 3PL company with 32 locations nationwide.  I was retained as the VP of Operations. Responsible for all day to day operations including client services, warehousing, fulfillment, IT, and new client contract pricing development for 3 company facilities.  Hold full P&L, $2M budget with six direct reports and 125 employees.

Director of Operations

TechniPak
2005 - 2007

TechniPak was small 3PL focused on eCommerce fullfilment.  Recruited to re engineer and improve warehousing and fulfillment, customer service, and IT systems operations. Managed $250K budget and eight staff.

Inventory Control Manager

Peak Ind./Delphi Medical Systems
2001 - 2005

Managed all warehousing and inventory control departments for this $65M medical devices, consumer and commercial electronics, contract manufacturer. Directed vendor relations and managed inventory, supplier relations, and processes.

Supply Chain Program Manager

Peak Ind
1998 - 2001

Led all sourcing, purchasing, and MRP planning activities for multiple contract manufacturing projects including the medical, consumer and industrial mark segments.

Production/Capacity Planner

Woodward Governor Company
1995 - 1998

Worked with Material Planners and Master Scheduler to manage production flow and capacity restraints in a job shop environment for this manufacturer electronic engine control systems for the aerospace and transportation industries.

KEY ACCOMPLISHMENTS

Improved global sourcing strategy. Isagenix was challenged to quickly expand its brand globally. In order to meet this aggressive goal, I streamlined and improved supply chain sourcing and selection strategy for the targeted international markets. This allowed for a successful and on time implementation of 4 markets in 18 months (Malaysia, Vietnam, Indonesia, Colombia).

Developed 3PL service level process. Isagenix did not have an effective closed loop tool for establishing documented service levels for the 3PL partnerships it maintained in its global market. I developed a set of KPI’s that we monitored and incorporated into various 3PL contracts improving 3PL performance

Expanded operations. Won two new profitable contracts for TechniPak. However existing warehouse space was insufficient to meet new demand. Identified, negotiated for, and acquired second facility. Reorganized the different fulfillment lines into one new standardized process. Moved into new facility ahead of schedule and under budget, enhancing efficiencies, and saving $135K in year one. 

Relocated operations to cut costs and grow profits. TechniPak’s Colorado location was ill-suited to service its clients in an efficient cost-effective manner. Researched numerous potential locations. Based transit times, port accessibility of, and cost of taxes, labor and space. Identified Reno NV as best new location. Slashed inbound and out-bound delivery times saving $500K+ in first year.

Streamlined logistics, cutting costs. TechniPak was unable to efficiently manage the processing of its orders and lacked metrics to identify the source of the problem. Replaced warehouse management system to automate process and allow for electronic tracking of orders while providing useful metrics. Slashed labor costs 25% and created ability to grow business at not increased costs driving $2M revenue increase in six months.

Created customized order fulfillment system. Labor costs for TechniPak’s pick, pack, and ship operation were excessive. Warehouse layout and processes did not allow for effective expansion and inhibited company growth. Created and implemented CPI initiatives streamlining operations. New processes reduced the per order costs 10%, saving $120K annually. 

Created inventory control system. The challenge of balancing client’s forecast with incoming supply of material was driving Peak Industries costs up. Created "eHub" that allowed supplier’s inventory to be stored in Peak’s warehouse, but remained the property of the supplier. Developed online software solution to manage the process, while automating purchasing, invoicing, and billing. In first year increased inventory turns 12% and saved $1M.

Streamlined operations. Peak’s method moving materials from the warehouse to the production floor created bottlenecks and was slow, inefficient, and costly. Created and developed custom software solution utilizing electronic Kanban pulls based on MRP. New system enhanced operations, cut work in process inventory saving $650K in first year. 

Implemented JIT to improve efficiency. Peak Industries followed a very traditional approach to purchasing through local suppliers and large PO order quantities leading to inefficiencies and excess costs. Develop a group of reliable and flexible local suppliers who bought into newly implemented JIT processes. New processes increased inventory turns 25%, reduced on hand inventory $500K, and was adopted company-wide