Developed operational strategies and provided change management guidance to transform from a system of manual work-a-rounds to the implementation of Oracle Applications and ASCP at Donaldson Valencia.

– Donaldson Company, Inc.

Partnered with the executives at Esterline Control Systems Mason to implement master scheduling, customer partnership programs and S&OP to gain significant benefits in service levels and operational efficiencies.

– Esterline Control Systems Mason

Partnered with Esterline Control Systems Mason’s management team to implement scheduling processes and operational improvements to realize an 80% improvement in on-time percentages from the shop.

– Esterline Control Systems Mason

Successfully implemented an inventory management process and system at Coast Plating Inc. for their critical product line, increasing profitability and tightening financial controls.

– Coast Plating, Inc.

Partnered with executives at US Aluminum to reduce lead times by over 60% while reducing inventory by over 20%.

– US Aluminum

Developed an analysis and recommendations to optimize US Aluminum’s supply chain network to increase service levels while reducing cost and leveraging already-existing key system functionality.

– US Aluminum

Provided documentation, analysis and recommendations for International Aluminum Corp on integrating Friedman’s cost system functionality with its business processes to support enhanced management decision-making while reducing cost roll errors by 20% and part numbers by 20 million.

– International Aluminum

Partnered with executives at Eliminator LLC to launch their business and worked on activities ranging from developing a supply chain network strategy to modeling financial returns.

– Eliminator LLC

Implemented an inventory system and processes to support increased inventory control and profitability.

– Coast Plating

Partnered with Esterline Mason to implement supply chain improvements to increase service levels by 65% within 75 days.

– Esterline Mason

Partnered with executives to increase inventory turns/reduce inventory levels by 30% on the targeted product lines which expanded company liquidity while maintaining customer service levels.

– Transtar Metals

Improved operational and supply chain efficiencies by documenting and redesigning business processes in collaboration with Transtar Metals’ business process owners in North America and Europe

– Transtar Metals

Provided documentation, analysis and recommendations on integrating Oracle Applications, Demantra and ASCP (Advanced Supply Chain Planning) with key business processes

– Castle Metals Aerospace

Worked on a client project (Chocolates a la Carte) to evaluate business processes, document with process maps and provide recommendations for improvement.

– BMS Associates

Worked to deliver a successful implementation of an ERP system for their client – delivered on time and under budget with seamless service to customers.

– Business Intelligence Designs

Achieved cash flow sustainability with EBITDA improvement of $9 million during a period of declining sales as part of the executive team at PaperPak.

– Paper-Pak Products, Inc.

Reduced inventories by over 60% or $11 million, while improving fill rates by 35-40% and reducing operational lead times in half

– Paper-Pak Products, Inc.

Received supplier of the year from #1 customer three separate years with the implementation of vendor managed inventory (VMI) and supply chain programs while VP of Operations at PaperPak

– Paper-Pak Products, Inc.

Reduced total freight costs in half to a key customer while improving service by developing a logistics partnership while VP of Operations at PaperPak.

– Paper-Pak Products, Inc.

Developed and facilitated the implementation of a shared services transition plan and a branch operations integration plan to support the company sale and subsequent integration of the businesses.

– Castle Metals Aerospace

Successfully transitioned the culture of branch operations at Transtar Metals to one focused on process discipline and metric tracking in preparation for a new system implementation.

– Transtar Metals

Collaborated with Eureka Aerospace executives to develop a business plan and strategy to gain investor interest to finance and grow their business.

– Eureka Aerospace

Worked with executives of PPI to transition and start up the supply chain functions for their new spin-off company with seamless customer service and operational effectiveness.

– PPI

Worked with ATNV Apparel Group, Inc. to start up their apparel business from a logistics standpoint, coordinating the delivery and short-term warehousing of outsourced manufactured goods from Korea to the U.S.

– ATNV Apparel Group, Inc.

Integrated three separate businesses into one, resulting in the successful consolidation to 1 order, 1 shipment and 1 invoice while integration project manager at Paper-Pak Products, Inc.

– Paper-Pak Products, Inc.

Led the successful integration of two, divergent cultures by teaming people in a way that leveraged strengths and by merging the best of both cultures while VP of Operations at PaperPak.

– Paper-Pak Products, Inc.

Achieved two site turnarounds within 2 years, bringing metrics to a baseline standard (saving over $2M) and maintaining and improving safety, quality, service, appearance and people while VP of Operations at PaperPak.

– Paper-Pak Products, Inc.

As part of the Executive team at PaperPak, completed a turnaround that took the company from near bankruptcy and declining sales to stability, followed by rapid sales growth.

– Paper-Pak Products, Inc.

Passed the first year Sarbanes-Oxley audit with no significant or material exceptions through the documentation of processes, risks, internal controls and GAAP analysis while interim project manager.

– Castle Metals Aerospace

Partnered with executives to review and analyze return on investment, recommend priorities and develop project plans for capital expenditure and other key projects.

– Castle Metals Aerospace

Successfully prepared the operations teams and provided the executives with key potential watch-outs with associated recommendations for the implementation of the Oracle Applications ERP system

– Transtar Metals

Achieved the reduction of inventory reserve requirements through the successful implementation of the first, complete physical inventory and the implementation of cycle counting programs.

– Transtar Metals

Worked with a cross-functional team to evaluate and recommend a business intelligence software solution provider to best support their business data analysis needs.

– Specialty Equipment Market Association (SEMA)

Led a cross-functional team at PaperPak that redesigned and upgraded the #1 product line on a quick, 1 year turnaround achieving superior product performance and a 5-10% reduction in product costs.

– Paper-Pak Products, Inc.

Led project teams that delivered annual cost savings of $2.5 – $7 million with plans to deliver another $16 million within 2 years as VP of Operations at PaperPak.

– Paper-Pak Products, Inc.

Developed the critical financial and key indicator metrics for executive decision-making while transition project manager at Paper-Pak Products, Inc.

– Paper-Pak Products, Inc.