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Manager Customer Service

Texas, United States
Lets fit first
January 18, 2018

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361.***.******** S. IH**E,#**101, Waxahachie, TX 75165 ●



Former Military Officer with 10+ year track record of success in high tempo business environments requiring innovation, decisiveness and strong leadership to create or sustain revenues growth, increased profitability in ever-changing, ever-challenging business industries. Subject matter expert and leader in distribution/warehousing. Proven leader in manufacturing plants, especially in the following departments: production, maintenance, lean, logistics/supply chain, warehouse and fabrication. Effective leading teams to success through strong team concept and coaching of leaders.


Financial Management & Strategic Planning

● Effectively managed $3-5MM P&L for Frito Lay. Led DC to Top 20% DC ranking from bottom 10% out of 200+ DC’s nationwide. Provided lean training for our team members to encourage strong diversity and ownership of the business, which worked. Improved dc team member load rates by individual through training and accountability of supervisors.

Logistics & Supply Chain Innovation

● With Frito Lay, our team was selected as Team of the Year 2009 for the Midwest South Region. The Wichita Team led the pack in most key performance indicator categories (i.e., ranked 1 of 8 distribution centers in the Region).

● Corporate Logistics Assignment: Logistics Lean leader for a glass plant shipping department to help improve metrics (specifically, staffing, load rates of large glass orders and customer delivery optimization for large glass).

Production Management & Capital Expenditure Planning

● Managed/Mentored supervisors in raw glass production plant raising the bar in a high tempo, high stress environment. Stressed to management the importance of RCA (root cause analysis) and Best Practices/Lesson Learned mentality.

● Headed Capex plan worth over $100k in savings over 5 years. Plan entailed creating 3 centralized dc bin sites incorporating many other dc’s to those sites. The new construction budget was $200k. I gave back $100k.

● Guided supervisors to incorporate a production line mentality in the machine shop for recycling and refurbishing plant parts, which were put back in the plant warehouse for circulation (included valves, pump assemblies and equipment parts.

Lean Initiatives & Process Improvement

● Improved glass plant logistics department metrics through strong project management and process improvement coaching and directing. Team was struggling to improve customer on-time delivery metric on large glass. Led Manager and his team to restructure staffing, assessed each individual team member’s efficiency (providing leadership/training, as needed), provided new large glass t-bar for crane and revamped 5S process on the dock.

● Led 5S attack plan for glass plant maintenance/warehouse departments, via strong guidance and effective coaching of leaders. Build a long standing 5S process plan, which included a master sanitation schedule, key locations for tools/equipment needed and remodeled offices.

● Responsible for the delivery, installation and start-up of a new multi-million dollar glass fabrication machine. Set up the team member training plan and TPM plan for the new process. Reduced headcount from 18 to 8.


EXPERIENCE: Owens Corning

05/14 to 05/15: Operations Department Manager (Shift):

Managed union 3 union team leaders on 12-hour shift and 60+ team members for an insulation glass production line.

● Met/Exceeded all production kpi goals improving production #’s by over 10%. Achieved the #1 quality product goals for a shift by providing minimal customer returns. 0 lost time accidents. Led 2 lean initiatives in short tenure.

EXPERIENCE: Guardian Industries Corp.

08/13 to 05/14: Fabrication Operations Manager:

Managed 4 supervisors and over 20 team members producing over 2.5M sqft of production a month at a 90% yield on 2 separate fabrication lines. Financial manager for the business unit profiting over $100K in a year.

● Responsible for the delivery and successful installation of a multi-purpose Italian made (Bottero) fabrication machine designed to increase production by 20%. (lean initiative)

● Improved glass input area inventory efficiency by 20% while maintaining production goals. (lean initiative)

EXPERIENCE: Guardian Industries Corp.

12/12 to 8/13: Supply Chain/Operations Lean Leader (Special Project) assignment:

Consulted/Coached Logistics Manager in lean initiatives and was the lean advisor to the Plant Manager for the dept.

● Lowered overtime costs by over 15%. Reduced labor costs by over 20% by conducting manpower analysis and implemented more efficient staffing methods. Drove results and tracked kpi’s for the department. Improved Shipping scorecard from 70-75% grading to over 87% in 6 months. Improved open glass customer service on-time delivery metric from 65% to over 95% in 6 months.

EXPERIENCE: Guardian Industries Corp.

07/10 to 12/12: Interim Operations Manager (Shift)/Maintenance Supervisor:

Acted as Shift Manager for 6 months in charge of 6 supervisors and their teams producing world class glass to the customers in the USA, Canada and Mexico. Lean leader for the Maintenance department. Led Kaizen Lean Manufacturing 5S initiative for the maintenance and warehouse departments, which resulted in 20 point improvement in 5S score. Established an effective training plan and improved the safety record in a short period of time. Led 2 teams for 6 months (maintenance and warehouse teams).

● 0 safety recordables or LTA in 24 months in maintenance/warehouse.

EXPERIENCE: Midwest South Region, Wichita, KS, Distribution Center, Frito-Lay Inc.

8/08 to 07/10: Distribution Center/Zone Operations Manager:

Awarded Team of the year in 2009. Managed/Coached 4 supervisors and their teams in a warehouse/shipping high tempo, ever-changing work environment. Reduced overtime costs by 80%. (lean initiative)

● Saved company over $100K in project costs collectively. Project manager for construction/upgrade of three product storage sites simultaneously with very tight deadlines enabling business expansion initiatives. (lean initiative)

● Managed a $3M- $5M P&L budget. Improved profits over $200K in the first year. Effective at controlling all budgetary costs. Primary driver for kpi tracking and goal attainment.

● Led Lean Six Sigma 5S and TPM projects within the distribution center. Member of Regional Safety Team. Established an effective safety training plan. Over 900 days injury-free at site. Helped create a more diverse and inclusive safety environment in all 7 regional distribution centers in the Midwest South Region.

EXPERIENCE: Maintenance Services Department, Sherwin Alumina Company

4/07 to 8/08: Maintenance Operations Leader:

Department head running 3 different departments (warehouse, maint, garage). Coached/Managed 4 supervisors and teams. Lean leader for the maintenance department. Reduced waste by over 20%. 100% completion rate for all short-fused fabrication jobs from Plant Manager on short notice to keep the plant running. 0 safety incidents. 0 discrepancies during 2 annual OSHA Federal Safety Inspections. Responsible for the safe operation and maintenance of 221 pieces of mobile equipment.



Bachelor’s Degree (Major: Mathematics; Minor: Business)


Nuclear Power School (Orlando, FL), Nuclear Submarine “C” School (Groton, CT), Surface Warfare Leadership Officer School (Newport, RI)


● Naval Officer (Surface Warfare) – served as Electrical Engineering Officer, Administrative Officer and Operations Officer (2 department head tours), Submarine Enlisted Technician for 4 years, Top Secret Clearance (SSBI/SCI)

● Spanish – good knowledge; Highly Skilled in Microsoft Suite; Extremely strong safety background

● Awards: Navy/Marine Achievement Medal, Navy Commendation Medal, Global War on Terrorism Service Medal

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