United States
I bring over 23 years of supply chain experience aligning demand, supply, and financial outcomes in complex manufacturing environments. I drive cross-functional alignment and structured risk management through operational discipline—enabling organizations to stabilize service, improve working capital, and support sustainable revenue performance. My focus has been on stabilizing performance during volatility, strengthening forecast and capacity alignment, and optimizing inventory through disciplined S&OP/IBP cadence. I have led ERP transformations (SAP ECC to S/4HANA), governed multi-million-dollar inventory exposure, and improved service levels by establishing clear ownership, data integrity, and decision transparency. My leadership approach centers on removing ambiguity—clarifying roles, defining cadence, and making tradeoffs visible so organizations can make and keep realistic commitments. I am at my best in environments where demand, supply, and financial performance intersect, and where teams operate with clarity, accountability, and disciplined execution. I am focused on leading supply planning and S&OP functions at broader scale—where alignment, risk visibility, and operational rigor directly influence business performance.
Managed inventory governance and warehouse operations across two facilities supporting retail hardware distribution.
Led 10-person team overseeing master scheduling, purchasing, inventory control, and warehouse operations supporting 1,500+ materials and $7M annual spend. Negotiated supplier agreements achieving $243K annual savings and championed insourcing initiative delivering $380K (45%) cost reduction. Established structured safety stock governance across 1,300+ SKUs supporting 96% on-time delivery. Implemented quarterly supplier scorecards and review cadence to improve delivery and quality performance. Improved obsolete inventory management and enhanced cash flow by $100K+.
Materials Manager (Promoted from Division Production Control Manager) | $84M Division Led formal S&OP governance integrating Sales, Operations, and Finance to establish unified demand and supply planning cadence. Improved forecast accuracy (73% → 86%) and on-time delivery (77% → 94%) through structured demand planning and capacity alignment. Owned segment-level P&L alignment across $11.7M+ revenue portfolio, ensuring planning decisions supported margin and working capital objectives. Implemented division’s first time-based scheduling model to improve machine capacity visibility and production sequencing discipline. Established inventory governance process overseeing 60,000 SKUs valued at $8M+. Managed 9-person team driving accountability and productivity improvements (33% gain in picking/packing performance).
Managed purchasing and production planning in high-mix manufacturing environment supporting engineered material solutions across rubber, plastic, and PTFE product lines.