Summary Proven C-Level Operations and Leadership Executive with extensive experience concentrated on Information Technology (IT), Lean/Six Sigma & Toyota Production System improvement methodologies, efficiency gain, and cost reduction, while increasing overall company productivity, revenue, growth and direction. Strong, experienced leader in cross-functional operations and engineering specializing in maximizing the supply chain, network, and overall performance through widespread Leadership capabilities. Long-established track record with numerous Fortune 100/500 companies working to leverage existing resources and new technologies resulting in transformation into world-class operations, including: * Strategic Planning * Organizational Development * Budget Development & Management * Contract Negotiations & Management * Infrastructure Design & Implementation * Process Improvements & Best Practices * Project Management * Continuous Improvement * Cost Containment * Large Scale Deployments * System Architectures * Rapid Deployments * Structured Methodologies * Data Center Management * Change Management Areas of Expertise included: * Business Analytics * Proposal Development * Metadata Management * Data Governance * Gap Analysis * Enterprise Information Mgt * Performance Mgt * Data Quality * Data Integration SME - TMS / WMS / Supply Chain Continuous Improvement Solutions for DTCI, WMATA, DLA, SOFSA, USAF, San Diego Waster Water, and USMC GLATFELTER, Spring Grove, PA 2005 - 2006 Director of IT Supply Chain & Process Improvement - $2.3 billion worldwide leader of specialty papers and engineered products. Lead the organization to become world-class by recommending, developing, implementing, and sustaining IT initiatives and process improvement techniques within IT operations and the supply chain. In addition, to champion the identification, definition, development, evaluation, implementation, and support of processes and technologies to optimize company productivity and cost-efficiency while managing staff and budget effectively. * Improved Distribution Center productivity by 47% * Increased direct from mill shipments by 31% * Implemented automated TMS resulting in decreased budgetary spending of over $1.4MM per year * Reduced finished goods inventory by 42% and increased inventory turns by over 3x * Reorganized IT and procurement staff, resulting in annual spending decrease of $12.9MM

Highlights:

• Manufacturing
• Best Practices
• Consulting
• Engineering
• Financial
• Financial Management
• Forecast
• Lean Manufacturing
• Management
• P&L