Operations & Project Leader Builds Lean Organizations Spurs Growth

Operations Leader specializing in startup or rapid growth phases, defining processes and procedures, developing leaner, best practice based organizations. Designs operating plans for controlled manageable growth for small to medium-sized companies expanding into new markets. Effective communicator and manager, motivating up and down the organization. Manages tactical execution, gaining control of assets and operations across roles and departments, bringing quality, safety, productivity, and efficiency gains, supporting organizational growth and achieving corporate strategic goals.

KEY AREAS OF EXPERTISE

Operations Management

Strategic Planning

Project Planning & Execution

Team Leadership & Development

Manufacturing

Lean Operations

Process Improvement

Supply Chain Management

Inventory Management

Multi-site Facility Planning

Contract Management

IT Solutions

EXPERIENCE AND ACHIEVEMENTS

Matthew Glass Consulting, Greater Boston Area Sep 2014 – present

Business operations, process improvement, and project management consulting services.

Engaged in numerous projects with three clients, including a national analytics testing lab, an environmental technology provider and a personal-care products startup company to:

Implement standardized project planning and management practices (built a team of knowledgeable PMs)

Provide fabrication and construction management services

Develop supply chain fulfillment infrastructures (sourced manufacturing, built distribution networks)

Create and implement ISO-9001 programs and processes (including performing ISO audits)

Resolve customer retention issues

InEnTec, Inc., Richland, WA Nov 2008 – Sep 2014

Environmental & energy technology firm providing green solutions for waste management and energy production from industrial and post-consumer sources.

Vice President of Manufacturing

Develop network of vendors to design and fabricate complex process equipment, oversee schedule and scope of all programs. Serve as technical and commercial liaison between internal resources, vendors, and customers. Analyze details and recommend system modifications to improve efficiency, enhance operation, and reduce maintenance/cost factors.

Built design / fabrication organization to take conceptual designs through detailed engineering and initial fabrication in 8 months, initiating proactive design-build methodology, minimizing risks and avoiding $100,000+ in rework and modifications.

Regained client confidence by taking over management of $30M project mid-stream, assembling all stakeholders, performing top-down review and accelerating project progress significantly, securing two additional scopes of work totaling >$1.5M.

Decreased time for emergency facility repair from projected 6-8 weeks to <2 weeks, saving >$10,000 in potential lost revenues by working with staff and vendors, determining best solutions for problem resolution.

Instituted formalized project management protocol for all projects company-wide, including systems standardization, transition of non-core technology aspects out of supply scope, and integrated design meetings.

Core Services, Morristown, NJ Aug 2007 - Nov 2008

One of the largest private global providers of Oracle-focused outsourcing and consulting services.

Vice President of Client Care

Rebuilt and developed professional client-relations group, including Service and Project Delivery professionals. Created standardized processes and procedures for system upgrades and customer environment modifications. Reported directly to CEO, holding full accountability for customer satisfaction.

Increased customer retention by 20% through service team redeployment, increasing client satisfaction, erasing prior history of losses (previous annual turnover of 15-20%), and allowing Sales to focus on new client business.

Achieved 15% improvement in add-on business by developing and implementing new processes, enhancing client experience.

Led 180-degree turnaround for 6 at-risk clients that represented ~$2 million in annual revenues, with all clients signing extended service agreements.

Provided recommendations for improvements approved and implemented, including process modifications and realignment, system changes, and program to address profit mix for client portfolio (e.g. moving low/no-profit clients to less-expensive-to-manage service levels).

Amerlux Lighting Solutions – Fairfield, NJ Aug 2003 - Jul 2007

Designer and manufacturer of task-oriented, energy-efficient lighting solutions for retail and commercial entities.

Director of Operations

Implemented more formalized, improved planning and manufacturing process, paving way for continued company growth and expansion without additional headcount or significant Capex. Directed, mentored, and coached team including supervisors and multiple warehouse team members.

Directed development of systems and tools, including Oracle’s e-Business Suite as ERP solution, supporting continual 20-30% growth while analyzing existing framework and creating optimal “future states.”

Drove full-scale upgrade of corporate IT infrastructure, surpassing ROI expectations in <18 months and exceeding projected efficiency gains by nearly 20%.

Improved factory throughput 20% and cut inventory 15% while avoiding relocation to larger facility for 30 months and enabling continued 25% growth by revamping manufacturing operations using Lean manufacturing principles and process reengineering initiatives.

Led expansion of business into 2 new facilities for warehouse space and new production/ assembly lines, achieving on time, under-budget results for facility design and layout work.

Implemented major safety program initiative, eliminated key OSHA citations, cutting penalty from $90,000 to $7,000, and achieving zero lost-time accidents in 1.5 years.

Integrated Environmental Technologies, LLC, Plainview, NY / Richland, WA Jul 1995 - Aug 2003

Start-up company designed to develop and commercialize innovative waste processing / energy-recovery technology.

Vice President of Operations (2001-2003)

Vice President of Planning and Development (1999-2001)

Director of Business Development (1995-1999)

Joined company as first employee, managing business development initiatives, including market research and marketing plan development as well as all back-office operational and financial functions. Grew role into negotiating worldwide licensing and business deals. Also served as Secretary to Management Committee.

Managed $15.5 million of equity private investments, functioning as key contact for >400 investors, assisting in negotiation of licensing and sales agreements with clients in Japan, including Hitachi and Kawasaki, and Taiwan valued at >$10M in annual revenues.

Created and executed sales/marketing program, bringing in global customers to invest in licenses and purchase company’s technology.

EDUCATION AND AFFILIATIONS

Rensselaer Polytechnic Institute, Bachelor of Science, Industrial and Management Engineering, Troy, NY

Project Management Institute (PMI) member

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