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Supply Chain Manufacturing

Greensburg, Pennsylvania, 15601, United States
200K plus
June 14, 2018

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**** ********* *****, *****, ** **642

724-***-**** Home (412) 551-0481Mobile



Senior Management position capitalizing on my leadership, problem solving, operations management skills and application of strategic initiatives to improve efficiency and profitability


Senior operations manager with 25 years of experience in high-quality plant operations. Proven track record of consistent contributions to improve production, delivery, quality, safety, labor relations and profitability. A skilled leader and team builder working with all departments. Key player in strategic planning and ability to “think outside the box”. Expertise in:

Creative Problem Solving

Cost Reduction / Control

Operation Start up

Process Redesign / Reengineering

Quality Management / TQM


Budgeting and Budget Control

Team Leadership

Supply Chain

Lean Manufacturing

Six Sigma

P&L Responsibility

Delivered performance improvements through cost reductions, multi-disciplined engineering skills, statistical process control, and setting a company culture of continuous improvement. Proven problem solving and decision-making skills. Promoted through a series of increasingly responsible production, quality and operations management positions.


iMover, Pittsburgh, PA 2017 – 2018

iMover is a startup company developing automated material handling equipment utilizing the latest robotic technology to allow for unmanned operation.

Chief Operations Officer

Recruited by CEO/Founder and charged with building infrastructure to develop autonomous material movement vehicles. Responsible for Operational functions in a start-up company including Strategic Planning, Recruiting / Hiring, Quality, Supply Chain, Product Life Cycle, Oversite of Design and Software Development, EH&S, and Facilities.

Trusted senior staff member reporting to the Owner/CEO.

Focused primarily on all aspects of product development resulting in being under budget and ahead of schedule in the development of two autonomous robotic vehicles.


Provided leadership, both internally and with Chinese outsourcing partner, for project management, design and manufacturing. Implemented customized project management tools in Trello and Jira.

Dynamics, Cheswick, PA 2013 – 2017

Dynamics is the industry leader in the design and manufacture of intelligent powered payment cards.

Chief Manufacturing Officer

Responsible for Operational functions in a start-up company including Manufacturing, Quality, Customer Call Center, Supply Chain, Planning, Manufacturing Engineering, PCI Compliance, Environmental, Health & Safety, and Facilities.

Key member of the senior staff participating in the development and implementation of corporate strategies relating to the Quality Management System, organizational structure, product cost and quality, company culture, manufacturing capacity, staffing, supply chain development and customer service.

Quickly resolved previous established critical and significant backorder with vital customer. Maintained 100% service level agreement on product delivery since backlog was resolved.

Drove company profitability by resolving crucial production yield, market quality problems and product cost issues. Implemented in-house developed sophisticated inspection, testing and manufacturing equipment to improve quality and reduce cost. Introduced statistical process controls on key manufacturing processes.

Matured Supply Chain through the development of alternative suppliers, implementation of ERP system, development of overseas operations and through the introduction of a structured supply chain management system.

SEEGRID, Pittsburgh, PA 2010 – 2013

Seegrid manufactures automated material handling equipment utilizing a camera vision system and artificial intelligence to allow for unmanned operation.


Responsible for all aspects of Operations in a start-up company to include, Manufacturing, Quality, Client Service, Supply Chain, Planning, Field Service, Manufacturing Engineering, Environmental, Health & Safety and Facilities.

Developed the strategy and lead effort to win a corporate contract with Whirlpool for material handling equipment, the largest sales agreement for Seegrid to date.

Key member driving sales agreements with Raymond and Yale to provide conversion kits that allowed their standard material movement equipment to be operated unmanned.


Responsible for introducing into manufacturing use of MRP system, MES system, Inventory Control, User Community Website and other manufacturing controls systems

Develop and implemented ISO 9000 and PPAP quality management systems


L-3 Brashear designs and produces complex electro-optical and electro-mechanical systems and instrumentation for the commercial and defense markets.

Director of Operations 2006 - 2010

Responsible for all aspects of Operations to include Product Program Control, Supply Chain, Planning, Manufacturing Engineering, Environmental, Health & Safety, Manufacturing and Facilities.

Improved manufacturing operations at Brashear, by reducing overtime, improving productivity and controlling expense, which resulted in being $500,000 under budget.

Expanded role at L-3 Brashear when given P&L responsibility for a $15 million annual program with Raytheon. Reduced space requirements by 50%, reduce touch labor requirements by 50%, improve monthly output and consistently hit production requirements; ultimately receiving Raytheon’s highest supplier award.

Expanded role when given responsibility for Planning and Scheduling, Project Head to re-engineer Brashear’s Quality Management System, Key member in the successful introduction of Earned Value Management System and CMMI and Selected to head the Optical Fabrication Process Improvement Project at L-3 Brashear.


The Merchandising Solutions Division with $85 million in sales, is an industry leader in providing value-added comprehensive merchandising solutions to consumer product marketers and retailers.

Director of Manufacturing / Print Manufacturing / Quality 2002 - 2005

Responsible for managing manufacturing operations to include, Quality, Manufacturing Production Engineering, Safety, Maintenance, Materials and Planning / Scheduling. Developed, rolled out and oversaw major strategic and business initiatives.

Managed the consolidation of 8 separate operations centers into one with projected savings of $1.4 million dollars annually. Designed and implemented procedures and methods to integrate operations involving departmental interactions, space requirements, material flow, and growth strategies for an $85 million in sales merchandising solutions business.

Supported in the development and design of a business system model “Navigator” which standardized the process from creative concepts and designs to practical “engineered to order” manufactured outcomes.


Drove overall Company Efficiencies by

Consolidated Receiving, Shipping, and Material Handlers under one department to improve inventory / material control.

Reengineered Safety and Environmental Programs organization, structure, and methods of operations to foster proactive compliance to all regulatory standards for a company of over five hundred employees.

Establish a Production Engineering Department to guide the order, design, and manufacturing groups to interact more efficiently when completing projects.

Recruited 13 competent departmental leaders, 7 of which chose to follow me from Sony, to implement “state of the art” technical and people skills to improve efficient operations.

Transitioned printing 4 color process from an artisan skill to an engineered process improving yields and on time delivery.

Develop standardize project management tool to control and reduce labor and material over runs. Reduce materials, labor, and operating cost resulting in first year savings in excess of $530,000.

Developed metrics, activities and targets for Print Shop Management resulting in 22% productivity improvement in a one-year period.

SONY ELECTRONICS INC., Mount Pleasant, PA 1992 - 2002

Industry leader in the manufacturing of electronic equipment.

Production Manager 1995 - 2002

Responsible for budget, staffing, production, engineering and new product launches of larger screen direct view televisions.

Selected as Six Sigma Champion for Sony Pittsburgh Direct View Television Department. Successfully developed Six Sigma program, including program launch, budget, staffing, and training resulting in four Blackbelts / 24 Greenbelts and $1.3 million in hard savings the first year.

Ensured customer satisfaction by reducing manufacturing lead-time requirements from eight weeks to four weeks through “lead time innovation” techniques.

Prepared and maintained both annual and midrange budgets with an annual improvement targets of 15% per year. Developed and maintained capital, expense, and manpower budgets for control of both multi-million-dollar projects and operating departments.

Recognized with an award for “Leads by Example” and by corporate management for consistently achieving production quotas.


Project Manager 1994 - 1995

Responsible for the start up project of the direct view production operation.

Change industry standards of television manufacturing by successfully launching the first integrated manufacturing of cathode ray tube and television assembly.

Designed and engineered a $3.4 million innovative production facility to include warehousing, conveyors, assembly equipment, material flow, QC area, engineering, and office space to produce large screen direct view televisions.

Awarded Sony President’s Gold award for successfully implementing this 24/7 integrated process. Resulting in reduced inventory, material handling, and improved quality resulted in $20.4 million annual savings at the Sony Pittsburgh Plant.

Industrial Engineer 1992 - 1994 .

Responsible for plant operation efficiency and new model launches

Department Head for a group of Industrial Engineers responsible for the successful introduction and aspects of design for new television models.

Trained to be a leader to implement ISO 9000 audits. Responsible for preparing operations to comply and develop the initial documentation required for certification. Supported and mentored other department managers in ISO principles. Regularly conducted internal audits of all departments to ensure compliance.

CONRAIL INC., Philadelphia, PA 1990 - 1992

$8.4 billion dollar railway freight transportation provider.

Electrical Engineer

Responsible for the operation and maintenance of Conrail’s Rail Analysis and Track Geometry Cars.

Key member in the development of an innovative rail corrugation measurement system

Selected to attend Conrail’s management development program, “The Challenge of Leadership”


B.S. in Electrical Engineering, University of Pittsburgh, Pittsburgh, PA 1988

Ongoing Professional Development

Challenge of Leadership

Total Quality Management

Production Innovation

Leading for Organizational Impact

ISO 9000 Auditor Training

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