Global Sourcing Leader - Cost Reduction & Negotiation Expert
Resume:
Steven J. Klubertanz
**** ********’s Lane, Winchester, VA 22602
******.**********@*****.***
Professional Summary and Skills:
Consummate team player with a unique background combining strong professional experiences in leadership, finance, and engineering. My broad range of past roles includes Regional Operations Manager, Plant Manager, and International Sourcing Manager, with particular emphasis on delivering cost reductions via all aspects of Lean Manufacturing. I am seeking a role where I can help bring extraordinary value through my skills in negotiation, leadership, data analysis, decision-making, sourcing, supply chain, international business, and team building.
Education:
Masters in Accounting with High Distinction (4.0 GPA), Liberty University, Lynchburg, Virginia; 2013-2015
Masters in Engineering Management, Milwaukee School of Engineering, Milwaukee, Wisconsin; 2005-2006
Bachelors in Computer Science, United States Military Academy, West Point, New York; 1992-1996
Work History:
April 2022 to September 2025: Bradshaw Home Products, Strategic Global Sourcing Manager
Managed a $125M spend across 62 direct global suppliers, ensuring on-time delivery, successful New Product Development, and constant cost reduction efforts, supporting overall company goals
Led and facilitated projects to reduce costs across 7 diverse categories, delivered savings of $3.1M through optimization and negotiation despite historical inflationary pressures
Created and implemented global sourcing strategies to effectively manage changing tariff conditions
Worked with global offices spanning 15 time zones to maintain constant communications and delivery
January 2019 to April 2022: Cameron Pediatric Counseling, Operations Director, Winchester, VA
Led the establishment of a family-owned counseling clinic dedicated to enhanced customer service and empathetic care, becoming a preferred provider in referral networks
Executed concepts for new business divisions and created detailed scopes of work, which expanded the client base by 150% and increased yearly revenue streams by 75%
September 2017 to January 2019: Fortessa Tableware Solutions, Winchester, VA; Operations Manager
Managed a $95 million national distribution network, overseeing an import-export service center warehousing complex including inventory control, change management, and customer operations with ERP systems, improving customer satisfaction and operational efficiency
Enforced US Customs import and export procedures while driving the warehouse’s compliance as a Free Trade Zone; passed 4 consecutive quarterly Customs audits with zero major findings
Re-designed the warehouse to establish a continuous flow of all material into and out of the facility, and divided the floor into 6 departments with subordinate leaders, reducing throughput time by 72%
July 2015 to September 2017: Zurn Industries, Philadelphia, PA; Regional Operations Manager
Managed a plumbing contractor distribution network worth $90 million from North Carolina to Maine, overseeing 11 direct rep agencies and a warehousing complex. Directed all SIOP measures intra-company using SAP and Microsoft tools, covering inventory, floor operations and customer service.
Conceived and executed the re-structuring of floor operations into 4 separate departments with new responsibilities and deliverables, promoting subordinates into leadership roles for autonomous operation focused on customer satisfaction
Delivered improvements in on-time delivery from 70% to 96%, spending from 110% of budget to 93%, customer backlog reductions of 55%, 5S scores from 30% to 79%, and established a safety record of 393 accident-free days
Implemented a rotating schedule of on-site visits with rep agencies to better understand customer needs. Led change management by congratulating successes and identifying improvement opportunities.
April 2008 to July 2015: Rubbermaid Commercial Products, Winchester, VA; International Senior Sourcing Manager; OPEX Engineering Manager; and R&D Project Manager
Procured, contracted, negotiated, and delivered up to $55 million worth of raw materials to manufacturing entities on 4 continents, fostering stronger partnerships with 138 direct suppliers
Led projects to lower costs and consolidate supply chains, delivered savings of $5.7 million within Sourcing in 2 years, driving and achieving all SIOP goals from conception to execution
Established contractual terms and tiered pricing models for all 540 suppliers, managing a $240 million spend more effectively
Leveraged expert-level Excel and SAP skills to perform daily analysis and query tasks, enhancing data-driven decision making and operational insights
Coached and mentored plant employees at all levels to instill a Lean culture based on Continuous Improvement methodologies, building a healthy pipeline of innovative ideas and best practices, and creating a robust structure for execution, reporting, and presentations
Led changes in manufacturing, distribution, and office processes, delivering monthly productivity savings of 5% to operations budget ($500,000) by conducting VA/VE sessions, production improvements, and Kaizen and 5S blitzes, resulting in earning Rubbermaid’s Lean certification
Analyzed projects to ensure alignment with budget line items, verifying and tracing with annotations and backup documentation, which improved accuracy and accountability in project reporting processes
Project Leader for innovative R&D multi-functional teams from conception to launch; successful projects totaled $18M in global sales on a 3-year project lifecycle
August 2007 to April 2008: American Woodmark, Inc, Moorefield, WV; Plant Production Manager
Managed 280 hourly union and 7 salaried employees in a 330k sq ft cabinet plant with 13k SKUs, ensuring efficient operations and meeting production targets
Established and led SQDC teams focusing on Safety, Quality, Delivery, and Cost, implementing daily reports by floor personnel and encouraging innovative ideas
Created a project management methodology with salaried staff and hourly employees. Team members successfully completed 24 Six Sigma Green Belt projects which improved internal audit scores by 15%.
June 2006 to August 2007: Millwood Incorporated, Milwaukee, WI; Plant Manager
Managed daily operations of a two-shift pallet-repair plant and distribution center, utilizing vendor management and facilities management skills to streamline processes for 50 hourly and 4 salaried employees, resulting in efficient handling of 50 truckloads daily
Enrolled salaried staff in a series of classes with the objective of completing their Lean Tool Kit with MSOE; achieved Six Sigma Green Belt and Project Manager certification during this time
Oversaw and managed our safety program to achieve a company-record 643 consecutive accident-free days
Visited customer facilities to directly address issues, using data analysis to achieve a 26% improvement in one customer’s quality metrics within one month
Developed a succession planning strategy focused on mentoring subordinates to replace me upon my departure, emphasizing coaching and leadership development to ensure continuity
June 2001 to June 2006: Harley-Davidson Motor Company, Milwaukee, WI; Focus Factory Manager
Led and motivated 43 union employees on all shifts to supply an assembly line with a 60-second cycle time while maintaining equipment, enhancing team performance and machine uptime
Managed a maintenance team of 15 Journeyman union tradesmen in all aspects of machine maintenance and instituted a TPM methodology where none existed, reducing department downtime 33%
Executed and taught Lean and JIT strategies such as pull systems, FIFO, POUS, VSM, and Kaizen, improving workflow efficiency and reducing waste across manufacturing processes
Led the rebalance of Material Handling and Distribution groups, successfully and collaboratively eliminating 4 union jobs without grievances, streamlining operations and boosting team efficiency
June 1996 to June 2001: United States Army; Captain of Field Artillery
Led a U.S. Army combat-ready artillery firing platoon of 58 men and equipment worth $26 million
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