Download PDF


Process Improvements
Inventory Management
Cost Reductions

Work experience

May 1998Present

Supply Chain Management | Operations Manager | Product Development

Silk Forest, Inc.

Privately held manufacturer & wholesaler of custom silk trees and plants

Managed all aspects of operations for a privately held company providing design, custom manufacturing and wholesale distribution of high-end silk trees and silk greenery for commercial accounts (interior designers and home builders) throughout the Front Range.

§Partnered with strategic suppliers and customers to innovate new product designs.

§Oversaw all facets of domestic manufacturing, assembly, and warehousing operations, coordinating product flow across multiple locations.

§Hired, trained, managed, and motivated a staff of 5-10. Evaluated work processes and delegated work efficiently across full time and contract staff.

§Managed supplier relations and contract negotiations. Sourced silk products through importers in California, and natural products from California, Florida, and Minnesota.

§Supported consistent growth in production, averaging 30% year over year.

§Continually refined manufacturing processes to accommodate changing sales volume, by charting and analyzing work flow, establishing training materials and performance metrics.

§Established Recycling Program for cardboard, packing materials and office waste.

Sep 1994May 1998

Supply Chain | Inventory | Operations Manager

Designworks, Inc

Then one of the nation’s largest model home staging / merchandising / interior design firms

§Managed supply chain for a national interior design company with up to 120 complex interior decor projects annually with up to 200 unique products per project.

§Established Recycling Program for warehouse and jobsite packing materials, for paper, ink cartridges and aluminum. Identified recycling vendor partner and educated staff on the benefits of environmental stewardship.

§Coordinated sourcing and negotiations in a demanding purchasing role, identifying and expediting the acquisition of low-volume, special item purchasing requests specified by a 24 designers. Brainstormed a number of cost reduction methods.

§Reduced freight costs by an average of 25% by building relationship with preferred carrier; implementing shipping standards, consolidating shipments, and negotiating favorable freight rates on LTL loads.

§Improved warehouse efficiency and safety through selection and implementation of a new conveyor system. Improved inventory picking and packaging methods, reducing missing and broken items, significantly reducing project installation and air freight costs.

§Streamlined inventory and reduced inventory exposure by standardizing items, organizing storage areas, implementing cycle counts and eliminating obsolete items.

Sep 1993Jul 1994

Purchasing Agent

Ski and Sea International

Privately held specialty products company serving the vacation rental industry

Hired by CEO to optimize profitability for a growing company through various supply chain functions.

§Led a cross-functional team that evaluated technology requirements. Evaluated vendors, selected and implemented Sage Accpac ERP software, achieving a 30% improvement in order completion time.

§Improved inventory turns, improved lead times with vendors. Adjusted par levels to meet business demands with minimal inventory. Worked closely with vendors to decrease lead times.

May 1985Mar 1992

Purchasing Manager | Purchasing Agent | Purchasing Clerk

Sheraton Denver Tech Center

Promoted to lead centralized procurement of direct and indirect commodities for a 650-room hotel with an annual spend in excess of $2 million for administrative, housekeeping, and F&B departments.

§As Manager, motivated and managed a purchasing and warehousing team of three.

§Created a Competitive Bid System and selected vendors who provided good value and good service.

§Analyzed costs by commodity, identified new sources, and negotiated contracts to reduce costs by 10% or more per commodity. Reduced freight costs and streamlined administrative costs.

§Standardized commodities and established an Approved Vendor list.


Professional Organizations


  Founded in 1915, the Institute for Supply Management™ is a not-for-profit association that provides opportunities for the promotion of the profession and the expansion of professional skills and knowledge.


 CORE is a non-profit business association dedicated to the promotion of more environmentally and socially responsible business practices with a view to creating a more sustainable global economy


 Wanting to help improve

a company's bottom line,

while also helping the environment. 

Looking for an opportunity with a company that embraces sustainability 

and is committed

to the wise use of resources,

both global and human.



Certified Purchasing Manager

Institute for Supply Management

Colorado Master Gardener

Colorado State University

Rocky Mountain Gardener

Denver Botanic Gardens

Six Sigma Green Belt

(certification pending)



seeking key role improving profitability for a progressive organization that values sustainable business practices, global awareness, and environmentally / socially responsible products. Strengths include:

Purchasing Management | Contract Negotiations | Project Management

Inventory Management | Cost Reductions | Process Improvement

§Strategic, entrepreneurial, and results-driven, analyzing the company’s place in the market, all functional areas of the business.

§Engaging, articulate communicator who is highly effective in leading cross-functional efforts, clarifying goals, summarizing and integrating multiple perspectives, communicating goals, and building consensus, teamwork, and collaboration.

§Versatile performer with strong analytical, design, fabrication, and construction skills.

§Dedicated to improving value of the supply chain: optimizing utilization of commodities and resources, reducing waste, and reducing total cost of goods sold.

§Versed in sourcing and supplier relations, able to identify and qualify new suppliers, cost analysis, data-driven negotiations, win-win contracts, reducing freight costs, and increasing inventory turns.

§Strengths in reducing inventory investment, disposition of obsolete inventory, negotiating favorable payment terms with vendors, increasing inventory turns, and improving cash flow. Knowledge of Lean and Six Sigma principles and statistical analysis.

§Reengineered manufacturing process to accommodate sales increase. Eliminated redundant work, standardized assembly processes and shifted the production schedule to a JIT model.

§Earned a reputation as a results-driven go-to person who resourcefully solves business problems.


BA in Psychology and English

Indiana University