Servant Leadership, Strategic Planning & Growth, Team Building, Change

PROFESSIONAL SUMMARY

Operations professional with a Bachelor's degree and 20 years of experience leading high-performing teams to consistently exceed expectations. Proven expertise in Lean methodologies (Six Sigma, Value Stream Mapping, Kaizen, Kanban, Root Cause Analysis, Bottleneck Analysis) across diverse industries, including automotive, agriculture science, logistics, and manufacturing (metal stamping, robotic weld assembly, electrocoating, and plastic injection molding). Successfully managed greenfield operations and plant acquisitions, overseeing multi-site operations, achieving financial targets, and driving operational excellence. Proficient in MRP, ERP, and SAP. Adept at continuous improvement and delivering world-class results.

SKILL SET

Leadership & Management: Servant Leadership, Strategic Planning & Growth, Team Building, Change Management, Reorganizations, Mergers & Acquisitions, Operational Turnarounds

Business Acumen: P&L Management, Budgeting, Business Development, Contract Negotiation, Forecasting, Financial Analysis, Pricing Strategy, Expense Control, Overhead Reduction,

Operational Excellence: Lean Manufacturing, Supply Chain Management, Logistics, Facilities Management

Project Management: Waterfall, Kanban, Six Sigma, Kaizan,

Manufacturing Expertise: Robotic Metal Assembly, Metal Stamping, Plastic Injection Molding, Seed Processing

Industry Experience: Agriculture, Automotive, Logistics

Training & Development: Training & Development

Start-up & Growth: Start-Up Operations

Technical/Software Skills: ERP: SAP, Oracle, JD Edwards; CRM: NetSuite; BI: Tableau, Power BI, CMM Systems, Business Unit Performance, Manhattan's Active® WMS

EDUCATION

Bachelor's Degree in Business Science, Indiana Wesleyan University (2006-2010)

PROFESSIONAL EXPERIENCE

CUSTOM RENOVATIONS, Indianapolis, IN June 2023 – Present

Custom Renovations is a privately owned, mid-sized firm providing tailored renovation solutions to a diverse range of clients, from small businesses seeking functional and aesthetically pleasing workspaces to multinational corporations requiring large-scale facility upgrades. We partner closely with our clients to understand their unique needs and deliver high-quality projects that enhance their operational efficiency and brand image.

Director of Operations and Marketing

As an Operations and Marketing Director, I lead the company's marketing and advertising efforts, developing and implementing comprehensive marketing plans to drive sales growth and enhance brand awareness. I oversee all promotional and advertising activities, approved campaigns, and measured the return on investment (ROI) of various advertising methods. I also managed P&L responsibilities, consolidated operations, and developed strategic partnerships to maximize profitability, while creating 1-year, 3-year, and 5-year business plans.

Major Highlights/Accomplishments:

Operations Integration: Consolidated Ohio and Indiana operations, streamlining processes and reducing labor expenses by $52,000 annually. This integration also improved company communication and collaboration, leading to a 10% increase in project completion rates.

Brand Revitalization: Rebranded the company to align with current market trends, a strategic initiative projected to generate at least $200,000 in increased revenue within the next two years.

Partnerships: Developed strategic partnerships with five key brands, expanding the company's market reach and positioning the company for significant future revenue growth of $100K for 2025.

Revenue Growth: Increased 2023 revenue by $57,000, with an additional $52,000 projected for 2024 and $100,000 projected for 2025.

Safety & Quality Enhancement: Implemented company-wide safety and quality standards, resulting in zero customer complaints and zero recordable injuries, demonstrating a strong commitment to safety and quality.

Operational Efficiency: Established standardized payroll and company policies, automating key processes, and improving compliance. This standardization reduced administrative overhead by 20%, freeing up administrative staff to focus on strategic initiatives.

CORTEVA Indianapolis, IN January 2013 – March 2023

Corteva Agriscience is an agricultural chemical and seed company. It is active in the research and production of seeds, seed traits and treatments, crop protection, digital services, and inoculants. Corteva has a global presence, with production and manufacturing facilities across the United States, sub-Saharan Africa, and Asia.

Site Leader/Plant Manager/Operations Manager

Directed operations for two production plants and a regional distribution center, overseeing worldwide product shipments and managing a diverse workforce of 324 employees (160 full-time and 150 temporary staff) plus 14 direct reports. Held full P&L responsibility, achieving and maintain a $40M budget. Oversaw the maintenance and upkeep of over 100 acres of property and an 800,000 sq. ft. facility. Drove and maintained sales within the assigned territory, consistently exceeding sales targets. Successfully acquired new clients, generating additional revenue. Nurtured relationships with existing clients, resulting in maintaining and increasing sales.

Major Highlight/Accomplishments:

Safety Performance: Reduced Total Recordable Rate (TRR) by 100%, from 3.8 to 0, creating a significantly safer work environment. This achievement contributed to a record-breaking 865 days without a recordable injury.

Quality Improvement: Reduced quality calls by 76%, from 17 in 2014 to 4 in 2022, demonstrating a sustained commitment to product quality.

Cost Reduction: Reduced annual labor costs by $221,000 through implementing lean initiatives.

Strategic Staffing: Implemented a proactive hiring process during and immediately following the COVID-19 pandemic, ensuring business continuity, and maintaining staffing levels, this resulted in 100% on time delivery to the customer.

Downtime Reduction: By implementing effective preventative maintenance and establishing key performance indicators, I reduced and maintained equipment downtime to less than 3% across two plants, maximizing production efficiency and minimizing lost revenue.

Capital Project Management: Launched, monitored, and directed over $400 million in capital projects over a 10-year period, ensuring projects were completed on time and within budget.

Performance Measurement: Developed and implemented daily, weekly, and monthly performance metrics aligned with 2- and 5-year strategic plans, enabling data-driven decision-making and improved operational performance.

PRIDGEON AND CLAY, Franklin, IN October 2010 – December 2012

Automotive stamping and robotic weld assembly provider, with sales of $12M ~ $15M and 100 employees. Based in Grand Rapids Michigan, Pridgeon and Clay provide stampings and assemblies to the heavy industry market.

Plant Manager

Directed all key operational functions, of a staff of 60 people, encompassing engineering, manufacturing, tool and die, maintenance, purchasing, production control, and human resources. Responsible for P&L as well as maintaining a $19M in sales portfolio and cultivating relationships with key accounts, to ensure future business and growth.

Major Highlights/Accomplishments:

Labor Efficiency: Maintained labor efficiencies at 20% of sales through the implementation of lean activities, optimizing resource allocation and minimizing waste.

Successful Product Launches: Led the successful start-up of 25 new products, stamping, and weld cells achieving zero missed launches, zero missed PPAPs Successful Product Launches: Launched 16 new products maintaining a perfect record of zero missed launches, zero missed PPAPs, and zero PPM defects.

Employee Training & Development: Established comprehensive employee training programs for all associates, including staff members and machine operators, in partnership with Ivy Tech and DDI.

Defect Reduction: Reduced PPM defects from 445 to 4 within 12 months through the implementation of SOP’s, job books, employee training, and a robust preventative maintenance program, representing a 99% improvement in product quality.

Employee Morale & Retention: Implementing an open-door policy, round table meetings, and employee communication strategies, resulted in a significant decrease in employee turnover from 37% to 7%.

Performance Measurement: Developed and implemented weekly and monthly Key Performance Indicators that aligned with business objectives, enabling data-driven decision-making, and improved operational performance. Establishing key performance indicators resulted in a new mindset and culture change resulting in 0 injuries and 0 delayed shipments.

ONE SOLUTION LOGISTICS, Greensburg, IN May 2007 – September 2010

Tier one automotive logistics provider, with sales exceeding $191M and 2000 employees, offering supply chain management from nine locations within North America. This Logistics Center was created from a greenfield operation.

Operations Manager (production phase)

Directed all operational functions, encompassing manufacturing, logistics, and supply chain for a team of 199 employees (including a 22% temporary workforce) and 6 direct reports. Managed a $20 million sales budget, a $1 million labor budget, and a $1 million capital and variable expense budget.

Major Highlights/Accomplishments:

Budget Development: Developed the first year operating budget, accurately forecasting $20 million in revenue while maintaining labor costs below 25% and expenses at 6%, demonstrating strong financial planning and control.

Profitability: Achieved a 20% profit before tax in the first year of operation, exceeding initial projections of $20 million, a testament to effective financial management and business acumen.

Organizational Restructuring: Restructured the organization to effectively accommodate mass production, optimizing workflows and improving operational efficiency. This resulted in 100% on time deliveries.

Leadership Training: Contributed to the development of future training programs for first-line supervisors and managers in partnership with Purdue University and DDI, enhancing leadership skills and preparing the team for anticipated $40 million in business growth.

Train-the-Trainer Program: Implemented a "train-the-trainer" program to ensure consistent and effective training delivery across the organization, scaling training capacity to support anticipated $40 million in increased sales.

Systems & Tools: Implemented a new, never tried patented synchronous delivery system, a patented end-of-arm pack tool, a patented end-of-arm pick tool, a high-speed container sort/unloader, and a patent-pending Early Warning Detection System, achieving 100% on-time delivery and 0 ergonomic issues.

Operations Manager (Greenfield Phase)

Spearheaded the successful launch of a greenfield operation, overseeing all phases from blueprint review and equipment requisition to the recruitment and onboarding of a full team of managers and staff. Oversaw key operational functions, including engineering, quality control, systems, operations, transportation, production control, and maintenance. Established the first-year operating budget and developed key operational standards, training goals, policies, and procedures that ensured smooth startup and efficient operations.

Major Highlights/Accomplishments:

Inventory Management System: Developed a new patented world-class "scan point to scan point" inventory management system that eliminated incorrect deliveries, ensuring accurate order fulfillment, and improving customer satisfaction.

Returnable Container Processing: Developed patented high-speed sort equipment for processing returnable containers to suppliers, resulting in zero missed deliveries to customers, streamlining the return process, and saving an estimated $300,000 in container costs.

Ergonomic Lifting Device: Developed a patented ergonomic lifting device that eliminated the risk of injury, achieving 100% ergonomic compliance and improving employee safety.

Layout & Process Flow Optimization: Established a proficient plant layout and process flow, resulting in zero missed deliveries and zero inventory loss, optimizing production efficiency, and minimizing waste.

Start-Up Company Handbook & Procedures: Played a key role in establishing a comprehensive handbook, policies, and procedures for a start-up company, providing a solid foundation for its initial operations and future growth.

Sales Success: Marketed and sold over $250,000 in production carts to Honda Automotive Manufacturing, securing a key client and generating significant revenue for the start-up company.

On-Time Delivery Performance: Achieved 100% on-time delivery to the automotive assembly line, resulting in zero downtime and ensuring uninterrupted production for the client.

P.K. USA, Shelbyville, IN July 2000 – May 2007

Tier-one automotive supplier of chassis suspension and body structures to Nissan, Saturn, Toyota, Subaru, and Isuzu. A joint venture between Press Kogyo and Mitsui Ltd. generating annual revenues totaling over $150M.

Senior Production Manager

Responsible for operations and provided budgetary management of corporate headquarters encompassing $20M of labor and $5M of variable expenses. I coordinated performance of the organization's largest plants including 429 direct/indirect reports in the areas of stamping, robotic assembly, plastics, and electro coating. I Monitored performance and regulatory compliance with a strong focus on safety, productivity, quality, delivery, and cost.

Major Highlights/Projects:

Profit Turnaround: Achieved a $17 million profit turnaround within six years, transforming a $10 million annual deficit into over $7 million in profit. This dramatic improvement was driven by the implementation of lean methodologies, including Kaizan events and Value Stream Mapping.

Scrap Reduction: Eliminated $100,000 in plastic scrap costs monthly for 14 consecutive months by implementing quality DOJO’s, enhanced training programs, and tooling improvements.

Quality System Implementation: Supported the introduction of plant policies and procedures to ensure compliance with QS9000 standards, enhancing product quality and operational efficiency.

Workforce Optimization: Reduced workforce size from 87 to 66 personnel, a 24% reduction, while maintaining or improving productivity through process improvements and automation.

Greenfield Start-Ups & Acquisition Integration: Played a key role in the creation of Blue River Stamping and P.K. Tennessee as greenfield operations, as well as the successful turnaround and integration of a bankrupt Oxford Automotive plant into P.K. Mississippi. (Satellite plants)

Turnaround Profitability: Delivered over $139,000 in profit in the first month of operation for the acquired and restructured Oxford Automotive plant in Canton, Mississippi, demonstrating rapid integration and effective turnaround management.

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