Project Manager Management

DIRECTOR OF OPERATIONS

I have a passion to create the best in my team and my self through the use

of self improvement programs allowing the organization to achieve its

greatest efficiency and strength. Through my passion I bring a structured

approach to leading operations. I utilize continuous education & training

programs, continuous improvement programs, team building initiatives,

employee development, and accountability through my entire organization to

achieve superior results.

AREAS OF STRENGTH

? GMP (Good Manufacturing Practices) ? Safety Management ?

Lean Manufacturing

? Program Development ? Project Management ?

Succession Planning

? Internal Logistics Management ? Relationship Building

? Employee Development

? Proactive Leadership ? Management Development ?

Production Management

? SOP (Standard Operating Procedure) ? CBA (Current Best Approach)

? Continuous Improvement

Development

EDUCATION

. Ashland University, Ashland, Ohio

o Bachelor of Science in Business Administration

. Major: Business Management

. Minor: MIS

RELATED WORK EXPERIENCE

XLC Services, LLC. Aug, 1999 - Current

XLC Services is a Managed Service Provider of labor and

logistics. XLC provides cost savings solutions and offers a true

partnership with its' clients to form a relationship deep enough to forge

unprecedented growth and market value within our industry. Working with

clients such as Procter and Gamble, Eli Lilly, Cintas, and Smackers', just

to name a few... XLC is not just a staffing firm, but a new solution to

managing labor forces.

Director of Operations

Cincinnati, OH: Nov, 2008 - Current

As the Director of Operations responsible for approx. 20% of XLC's

operations, I have been able to build one of the strongest leadership

teams within the organization, able to continue setting "benchmark"

standards. Some of my most accredited accomplishments are as follows:

. Developed systemic solution to increased need for future internal

leaders

. Created a turnkey program to assist local communities in their search

for residential support

. Doubled production output in first 6 months

. Doubled production on one job on first day, tripled by end of work

week with no overtime

. Reduced quality outages from .08% to .0018%

. Implemented cost savings programs to decrease costs by 17%

. Increased profitability by 11.3%

. Saved one client $100K annually

Site Operations Manager

Cincinnati, OH: Oct, 2007 - Nov, 2008

The Discovery Center, a R&D facility for Pampers research, benefitted

from my experience and ability mainly in the form of bringing structure

to the operation from a vendor's perspective. XLC was awarded the

contract and I stepped in to run the operation. Bringing standardized

training and a fact-based management style aboard, I was able to make

the following contributions:

. Successfully designed and ran first ever clinical trial for client

. Updated and improved quality and safety standards

. Brought facility up to 100% quality accuracy on internal quality

audit

. Stream-lined leadership structure to decrease client costs by 7.5%

Site Safety Manager

Albany, GA: Nov, 2006 - Oct, 2007

. Created and implemented safety program, ultimately driving safety

issues down by 87%, consequently shifting the organizational culture

towards

. Continue as a safety "activist" working as a consultant to new sites

indoctrinated into the organization

Corporate Project Manager, New Business Start-Ups

Cincinnati, OH; Mehoopany, PA; Albany, GA; New Orleans, LA: Sep, 2003 -

Nov, 2006

During my tenure as a project manager, I traveled mainly to these four

locations supporting our on-site leadership teams with any issues. I was

also responsible for managing several new contract start-ups with the aide

of our field support team. I lead small teams and large groups of

employees, always lending my expertise in relation to regulating start-up

budgets, mentoring leaders, supporting recruiting efforts, or supporting

satellite operations however possible. Some of my personal contributions

are:

. The "Disaster Control" manager for high-profile contracts (creating a

cost avoidance of $1.8M)

. MIS upgrade

. IRA (Inventory record accuracy) to 97% or greater in all locations

. Completion ahead of accelerated schedule and 2% under budget

. Single-handedly manage 24/7 food & beverage packaging operation

without issue

. Retention average at over 92%

. Decreased plant-wide attendance issues by 61% in one quarter

. Emphasize quality standards and introduce new 5S standards to current

workforce

Branch Staffing Manager

Cincinnati, OH; New Orleans, LA: Jan, 2002 - Dec, 2002

These roles with the organization landed me in two separate

locations, holding me accountable for implementing, coordinating and

maintaining all HR policies, analyzing business needs and prepare staff

for upcoming client events, preparing business proposals per company

policies and minor speculations, maintain / improve client relations,

oversee staffing operation, and lead a small office team while

accomplishing the following:

. Supervised over 80 employees as onsite project leader

. Manage over 400 employees on HR related issues

. Developed relationships with minority programs

. Started employee recognition program

. Increase and maintain retention rate of 82%

On-Site Supervisor

Cincinnati, OH: Aug, 2001 - Jan, 2002

. Analyzed, redesigned, and implemented current training program for

Proctor and Gamble contract employees

. Supervised staff of 60 contract technicians in research lab

. Worked to continuously improve technique on manual production of

prototypes

. Improved the flow of new hires into the organizational structure

Staffing Manager

Columbus, OH: Aug, 1999 - Aug, 2001

. Project Manager for implementation of company wide network solution

. Responsible for: weekly payroll / benefit inquiries / orientation /

drug screening / advertisement / interviewing / placement /

termination / client relations / timecard issues / worker's comp.

claims / employee issues

. Created a step-by-step instruction tri-fold for client use nationwide

. Decreased criminal investigation process from a 72hr turnaround time

to only a 4hr turnaround on "No Record Found"

. Manage pre-employment investigations, maintaining lowest minutes per

service, company wide

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