Waterford, Wisconsin, United States
Operations and Inventory Management Leader with 13+ years of experience driving strategic improvements across supply chain, warehouse, and production environments. I specialize in leading cross-functional teams, implementing lean methodologies, and optimizing MRO procurement to deliver measurable results in efficiency, accuracy, and cost savings. At Eaton, I’ve successfully led PFEP execution and Six Sigma initiatives that elevated inventory accuracy from 58% to 98%, reduced parts issuance time by 75%, and streamlined material flow across multiple facilities. My leadership style emphasizes mentorship, collaboration, and data-driven decision-making—resulting in high-performing teams and sustained operational excellence. Core competencies include: Strategic inventory control and planning Lean manufacturing and continuous improvement MRO procurement and vendor management Team leadership and staff development Safety and compliance oversight Cross-functional collaboration and communication KPI alignment and performance optimization I’m passionate about building resilient systems, empowering teams, and driving scalable growth. Open to leadership opportunities in operations, supply chain, and inventory management where I can continue delivering impact through innovation and execution.
● Led PFEP (Plan for Every Part) implementation to optimize part-level planning, increasing inventory accuracy from 58% to 98% and enhancing material availability. ● Applied Six Sigma DMAIC methodology to streamline material flow and reduce waste, cutting parts issuance time by 75%. ● Designed and executed shelf layout strategies to support lean material flow from warehouse to production, improving operational efficiency. ● Mentored and developed warehouse staff, reducing turnover and boosting team engagement. ● Strengthened cross-functional collaboration between warehouse, production, and supply chain teams to improve responsiveness and reduce delays. ● Revamped cycle count program using Six Sigma tools to identify root causes of discrepancies, resulting in sustained inventory accuracy improvements. ● Reduced Days on Hand (DOH) through strategic inventory control and continuous improvement initiatives aligned with lean and Six Sigma principles.
• Managed supply chain to boost delivery rates and production efficiency. • Collaborated across teams to resolve bottlenecks, enhancing workflow. • Communicated with VSM to adjust schedules, preventing part shortages. • Increased daily output from 11 to 13 and 5 to 7 units per day on two product lines. • Consistently met and exceeded departmental KPIs through strategic planning.
● Led procurement and inventory management of MRO supplies, ensuring timely availability of critical maintenance materials. ● Streamlined MRO material flow, reducing excess inventory and cutting procurement costs. ● Managed procurement and vendor relations for key MRO suppliers, including Grainger and Dynabrade, ensuring consistent availability of production-critical materials. ● Implemented lean sourcing strategies for MRO items, minimizing waste and optimizing vendor performance. ● Resolved supply delays by redesigning MRO ordering processes ● Reorganized MRO storage systems, achieving 99% accuracy in material allocation and retrieval.
Responsible for maintaining and cleaning both Yachts and Aircrafts. - Wash and wax yachts before they go out each year. - Worked at the Boat show every year to clean and maintain boats and yachts for Skipper Buds. - Wash, wax, and interior detail aircrafts both small and large. - Maintained planes for Kraft Foods, Badger Liquor, Culver's, and Diamond Resorts International
Worked as a general foreman to the lawn care and landscaping crews. - Guided 4 teams of lawn care specialists to maintain both residential and commercial properties. - Worked with both business and home owners on proper care of their properties. - Both worked and helped in day to day operations with the landscape crew. - Helped set up the fleet for the day with materials and equipment to execute their daily job.
2003 - Started as a laborer for operators and foreman. 2004 - Selected to become a heavy equipment operator. Granted 1,500 hours for my work ethic and strong knowledge of the construction industry. 2007 - Graduated the local 139 Heavy Equipment operator's apprenticeship program with excellent marks at every level. 4 year program complete in 3 years. 2007 -2008 Became a junior foreman, directed crews of up to 14 people on daily duties and tasks to be completed for projects. This ranged from 100 lot subdivision's, small office sites all the way to large downtown skyscraper projects working in ordinance with many other industries.