Sourcing Manager
Resume:
Steven J. Klubertanz
**** ********’s Lane, Winchester, VA 22602
******.**********@*****.***
Education:
Master of Science in Accounting with High Distinction (4.0 GPA), Liberty University, Lynchburg, Virginia
Master of Science in Engineering Management, Milwaukee School of Engineering, Milwaukee, Wisconsin
Bachelor of Science in Computer Science, United States Military Academy, West Point, New York
Work History:
April 2022 to September 2025: Bradshaw Home Products, Strategic Global Sourcing Manager
Responsible for $125M spend across 62 direct global suppliers; ensuring delivery, New Product Development, quality, SIOP execution and goal attainment, and constant cost reduction initiatives
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 offset incredibly dynamic tariff realities
Worked with global offices spanning 15 time zones to maintain constant communications and delivery
January 2019 to present: Self-Employed, Business and Financial Manager, Winchester, VA
Sought and contracted with several clients to serve as their business partner in various roles; Chief Financial Officer, Treasurer, Operations Director, Contracts Manager, and others
Led all discussions around delivering value to customers through creating process improvements and/or business startup steps; utilizing my knowledge and experience to create infrastructure that served to guide the companies to success, increased efficiencies, and greater profits
Created new divisions of work for expanding business opportunities; creating the concepts and the scope of work, contracting sales with new clients, and hiring and training new staff
September 2017 to January 2019: Fortessa Tableware Solutions, Winchester, VA; Operations Manager
Responsible for everything that occurred or failed to occur within a $95 million national distribution network with an import-export service center warehousing complex based in Winchester; including inventory, floor operations, value-added services, customer service, and both commercial and direct-to-consumer operations, with SIOP management and execution at all levels
Led change management efforts at all levels within the company, providing guidance and suggestions for multiple levels of authority; driving team ownership, empowerment, and a One Team mentality
Enforced US Customs import and export procedures while driving the warehouse’s compliance as a Free Trade Zone; have passed 4 consecutive quarterly Customs audits with zero major findings
Created and led the establishment of SQDC teams run by floor personnel and focused on the Safety, Quality, Delivery, and Cost measures that encompass our daily work
Completely re-designed the warehouse and the flow of all material into and out of the facility; delivering under both time and cost budgets; dividing the floor into 6 separate departments with subordinate leaders
July 2015 to September 2017: Zurn Industries, Philadelphia, PA; Regional Operations Manager
Responsible for everything within a $90 million plumbing contractor distribution network from North Carolina to Maine, with 11 direct rep agencies and a service center warehousing complex; personally directed all SIOP measures intra-company, including 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 then-current safety record of 393 accident-free days
Served the voice-of-customer directly by instituting a rotating schedule of on-site visits with rep agencies; congratulating success, listening for improvement opportunities, and leading the change management
April 2008 to July 2015: Rubbermaid Commercial Products, Winchester, VA; International Senior Sourcing Manager; OPEX Engineering Manager; and R&D Project Manager
Directly responsible for procuring, contracting, negotiating, and delivering up to $55 million worth of raw materials to manufacturing entities on 4 continents while managing relationships with 138 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
Accomplished the establishment of contractual terms and tiered pricing models for all 540 suppliers and $240 million spend
Expert level Excel and SAP software skills; used daily in analysis and query tasks
Coached, mentored, taught, and influenced all levels of plant employees to instill a lean culture based on Continuous Improvement methodologies; constructing a healthy pipeline of ideas and best practices; creating a structure for executing, reporting, and presenting status
Led change in all manufacturing, distribution, and office processes; delivered productivity savings of at least 5% to the operations budget each month ($500,000); conducting VA/VE sessions, Kaizen and 5S blitzes, safety, changeover, and production improvements; earned Rubbermaid’s Lean certification during this time
Analyzed projects weekly to ensure tie-in with account journals, verified and traced with annotations and backup documentation
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
Responsible for 280+ hourly (union) and 7 salaried employees in 330k sq ft cabinet plant with 13k SKUs
Created and installed a flexible production system that expanded and contracted both direct and indirect crewing based on the demand schedule
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
Responsible for everything that occurred within a two-shift pallet-repair plant and distribution center with 50 hourly and 4 salaried employees; receiving and shipping 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
Constantly toured customer facilities to directly address any issues; one customer’s quality metrics improved by 26% within one month
Established personal goal of positioning the “next up” mentality by having my subordinate replace me upon my departure; I have implemented this throughout my career
June 2001 to June 2006: Harley-Davidson Motor Company, Milwaukee, WI; Focus Factory Manager
Responsible for everything my Work Groups did or failed to do. Accountable for leading, training, directing, mentoring, coaching, communicating with, and motivating up to 43 union employees across all 3 shifts; delivering 536 separate parts to an assembly line with a 60-second cycle time while maintaining 13 vehicles and up to 198 CNC transmission and flywheel manufacturing machines
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 world-class lean and JIT strategies in my areas (pull systems, JIT, FIFO processes, POUS initiatives, OEM ordering, Kaizen events, SPC, VSM, setup reductions, ISO9000, 5S, Kanban, Poka-Yoke, etc.)
Personally implemented a rebalance of the entire Material Handling and Distribution groups, successfully and collaboratively eliminating 4 union jobs with no grievances filed
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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