West Orange, New Jersey, United States
As a Director of Technology with an Industrial & Systems engineering background, I build the internal systems that unlock business agility; from ERP implementations and system integrations to major cross-functional initiatives. I'm known for consistently identifying and implementing best business practices that optimize performance, streamline costs, and achieve goals within stringent timelines and budgets. My leadership style blends project ownership, technical know-how, and cross-functional collaboration to turn tech pain points into value drivers. I’ve helped executive teams align on the tech strategy needed for the next stage of growth, and delivered what they need.
• Established and scaled the enterprise IT function by centralizing operational responsibilities from the entire org to create a unified, accountable, and efficient technology organization. • Developed and is executing on a 3 year IT roadmap that aligned with company growth objectives, reduced tech debt, and laid the foundation that allows for cross-functional agility, quick leadership driven priority pivots and innovation. • Owns the IT department’s spend, including budget creation, financial forecasting, and cost optimization strategies, ensuring alignment with company-wide financial goals (Full P/L responsibilities). • Spearheads major cross-functional initiative by collaborating with leadership to identify high-impact projects and deliver system solutions that reduced manual workload and improved visibility. • Built and mentored a high-performing IT team, introducing individual development plans, formal training goals, and measurable KPIs that elevated technical depth, expanded automation capabilities, and fostered a culture of ownership, accountability, and continuous improvement. • Drove company-wide adoption of Parabola, leading cross-departmental onboarding and automation initiatives that resulted in high-impact time savings across Ops, Finance, and Growth; empowered teams to self-deploy workflows, unlocked over 200+ annual hours in efficiency gains, and surfaced actionable insights that improved decision-making and reduced operational overhead.
• Was promoted to a leadership position in the newly created enterprise IT function, with the vision of being a strategic enabler of business innovation and growth by delivering agile, reliable, and scalable technology solutions that support and empower our organization to achieve its goals. • Conceptualized, proposed and ran the enterprise IT software audit which set the foundation for the 3 year IT roadmap and built the 2025 IT budget. • Led the design, testing, implementation, and validation of a new financial Chart of Accounts + Dimension structure to support advanced financial reporting directly out of the ERP system. • Continued to support all cross functional teams ad hoc, with an emphasis on building new functionalities for departments that are critical for 25' growth plan success.
• Envisioned, pitched and led the Operations teams through a systems audit which compared implementation expectations to reality, and re-thought original decisions with 1 year of ERP experience. We unlocked over 100k in year 1 savings, streamlined current system operations, and removed self imposed system constraints which unlocked new growth team initiatives. • As part of the larger Systems audit, individual department level reviews were conducted that were specifically designed to assess end-user practices and their alignment with organizational objectives. During this process we documented all system processes, built additional controls to prevent errors, and saved 250+ hours per year across ERP users.
• Project Manager of the Anaplan (enterprise level planning software) implementation team with responsibilities including discovery of current planning processes and system requirements, working with internal/external developers on model building, project management with Jira, creating process documentation/user training using Confluence and owning user acceptance process. Was credited for getting the Anaplan project implemented for planning team after 3+ years of stalled momentum. • Resolved day to day ERP (Netsuite) errors and escalated systematic issues to engineering team with proposed solutions. Scoped out, built, and launched cross-functional dashboards that reviewed KPIs in a simplified fashion. • Owned the supplier side EDI processes and onboarded our 6 largest non-compliant vendors. Worked with our EDI partner’s (SPS) developers on integrating Bonobos requested functionality to improve inbound process flows.
• Transitioned in 2021 from a direct managerial role to one focused on high impact operations projects and software implementations/improvements. • Led the search for a new ERP (Fulfil.io), and worked with Fulfil.io’s development team on structuring the system to meet the company needs. • Built a new live productivity tracker that calculated work hours above replacement (WHAR) to compare all warehouse associates regardless of dept. • Studied, proposed and implemented multiple fulfillment automation projects with yearly cost savings of 200k and ROI of less than 2 years. • Created detailed flow diagrams for all Operations department processes, identified core issues and updated SOPs to resolve system gaps.
• Head of the operations team which consisted of 35+ full time employees and 45+ temp employees. • Was tasked with making sure that the operations team met departmental goals while maintaining on-time, efficient and error free fulfillment of subscription box and Yum shop orders. Exceeded expectations in 2020 by shipping out holiday orders 2 days ahead of schedule despite sales exceeding max projections by 5%. • During the COVID-19 pandemic, ran the production team as warehouse manager while maintaining operations management responsibilities. • Led the operations department through Universal Yum’s initial warehouse management system (WMS) implementation in August 2020, and produced all operations process documents/flow charts. • Designed and led the process for another facility expansion in October 2020.
• Ran manufacturing of over a million boxes, which included overseeing production, solving day to day problems and owning operational aspects of new initiatives. • Owned the design and implementation of Universal Yums’s new facility. The layout minimized travel by utilizing lean methodologies to reducing the overall order fulfillment footprint. • Spearheaded employee led continuous improvement projects, and reduced yearly labor cost by over 2%.
• Built and maintained manufacturing methods and bills of material within the ERP (Epicor 10) system to ensure accurate costing, inventory, and material planning. • Analyzed production system for Houston facility, proposed changes to standardize job routing process and implemented solutions to reduce incorrect work order suggestions by 50%. • Strategically applied data analytics to improve ERP system’s accuracy of over 40,000 parts through targeted database cleanup, and troubleshooted root causes of system issues. • Created facility layouts to streamline the production’s workflow, and brought the changes to the floor. • Aided the VP of International Sourcing on new production and procurement initiatives in China and Vietnam. • Trained new manufacturing engineers and managed their continuous improvement projects .