Business Unit/Operation & Plant Management

VALUES OFFERED

Proactive, Performance-driven, Business Operations Professional with 20+ years progressive expertise in leadership and problem solving for plant management and distribution operations, including financial management / P&L responsibility for multi-site plants, B2B sales process integration, and supply chain & inventory management.

Keen understanding of business operations, team player committed to managing operations and projects flawlessly while contributing to revenue producing and cost reduction activities.

Recognized for consistent success in identifying areas for operational improvement and developing solutions that remove non-value-added activity, reduce cost, streamline operations, leading to improved profit performance.

Participative management professional: results focused, entrepreneurial and practical experience creating passion for surpassing service objectives via a combination of world class lean operation methods, renewed business directions, and team management.

PROFESSIONAL EXPERIENCE

FERRELL GAS August 2019 – July 2020

REGION GENERAL MANAGER

Led the Service Center team in achieving financial success including year over year performance, improved customer retention, and growing the customer base.

Drive operational performance of 6 Service Units that sell and distribute propane throughout the Chicagoland Region

Responsible for business growth by developing and implementing detailed marketing plans and driving sales initiatives throughout the region.

Set pricing for all business market segments by monitoring and researching competitive market conditions.

Monitor and analyze expenses and operational metrics for planning and performance.

Mentor District Managers for improved performance through operational planning and management.

Key Achievements:

Reduced labor expense by 18% by reallocating resources and removing non value-added activity.

Based on business KPI’s, achieved Top 20 performance out of 65 Service Centers – Labor Utilization #1

AIRTASTIC, INC. FOUNDER & GENERAL MANAGER April 2008 – August 2019

ENGINEERING FOR KIDS – FRANCHISE OWNER May 2013 –August 2019

Innovative and performance-driven entrepreneur with proven abilities in strategic and tactical business operations, the ability to analyze complex situations, develop and execute solutions that maximize profitability, and provide superior customer service. An innovative problem solver with keen attention to detail with a passion for achieving operational excellence.

Manage all return on investment (ROI) through management of revenue and cost elements to maximize net operating income.

Succeed in controlling costs, including labor, supplies, maintenance, materials, contracted support, logistics, and utilities.

Monitor cost-effectiveness of operations and personnel using quantitative data, offering feedback and adjusting where necessary

Manage KPI’s to improve financial performance, safety, labor utilization, inventory and adherence to operating procedures.

Key Achievements:

Conceptualized & developed Airtastic, Inc., including development of business plan and obtaining financing.

2016 Recipient of the Engineering For Kids Franchise Leadership Award voted on by 150+ Franchises

2017 Voted Chairman of the Board for Engineering For Kids Franchisee Association

2018 Recipient of the American Association of Franchise Dealers Trailblazer Award

SANMINA-SCI, INC., Naperville, IL July 2005 – April 2008

BUSINESS UNIT MANAGER

Developed end-to-end system process flows and user guides for system implementations. Led standardized business systems and process practices in accordance with division strategy. Collaborated with global cross-functional teams to define requirements, develop, test, train employees, and implement reverse logistics/repair business systems and processes. Managed CRM between Tellabs and Sanmina, while utilizing experience in procurement, negotiations, contracts, supply chain systems and customer relationship management in high volume.

Key Achievements:

Managed $25M revenue growth over two years at multiple manufacturing plants - one domestic and Mexico.

Developed manufacturing build and supply chain strategies to consistently achieve on-time delivery of 98% or greater.

Developed and delivered B2B sales process improvements to reduce inventory exposure by $8M through detailed management of customer forecast and management of supplier inventory programs.

PLEXUS CORPORATION, Neenah, WI February 2002 – July 2005

MULTI-SITE PLANT GENERAL MANAGER

Held responsible for multiple manufacturing operations with revenues exceeding $250M annually. Implemented and monitored KPIs (Key Performance Indicators) for each scope of work and reporting location. Coordinated and led business reviews with appropriate client and company representatives for each reporting operation. Developed and managed system control to ensure that service levels and operational performance goals are met within prescribed cost, revenue, and profit parameters for each reporting operation.

Key Achievements:

Implemented Kaizen, 5S, and Lean Manufacturing initiatives to achieve >15 inventory turns and $8M reduction in on-hand inventory.

Identified and delivered supplier-managed and sub-assembly inventory strategies to achieve 48-hour turnaround/shipments for custom confirmed assembles from time of initial order receipt.

Developed high performance leadership team capable of filling roles within succession plans by providing business and operational leadership to multiple sites.

MICROELECTRONIC MODULES CORPORATION, New Berlin, WI April 1986 – February 2002

PHILIPS ELECTRONICS, New Berlin, WI

VICE PRESIDENT OF OPERATIONS

P&L responsibilities for business unit being positioned for eventual sale or IPO. Managed Materials, Production Control, Manufacturing Operations, Engineering and IT Departments. Implemented proactive efficiencies, such as resource and cash management reporting tools, to meet monthly and annual business goals. Implemented integrated ERP system to link shop floor data collection with payroll, MRP, inventory control and financial systems; developed reporting tools to better plan delivery requirements by creating zones of liability.

Key Achievements:

Reduced labor requirements by 23% by leading development and implementation of automated capital equipment.

Reduced work-in-process inventories by 40% and process lead times by 60% by implementing Lean Manufacturing initiatives to transition inventory.

Reduced inventory liabilities by 30% through development of automated Sales/Operations Plan, which improved B2B sales processes by analyzing backlog and forecasts and developing course of action.

Developed and directed the management of the customer call center to ensure customer satisfaction, improved call efficiency, low abandonment, increased revenue through promotional programs and improved employee product knowledge and training. Implement processes and systems that will generate higher productivity and revenues.

EDUCATION AND PROFESSIONAL DEVELOPMENT

NORTHERN ILLINOIS UNIVERSITY, DeKalb, IL

Bachelor of Science Major: Electrical Engineering Technology

Six Sigma Green Belt certification

AREAS OF EXPERTISE

Operational Business Analysis & Improvement

Expense Control & Need Assessment

Cross-Functional Leadership & Team Building

Staff Development / Succession Planning

Total Quality Management (TQM)

Just-in-Time (JIT) Production

New Business Development

Customer Relationship Management (CRM)

Purchasing / Negotiations

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