| Candidate Information | | Title | Operational Excellence, Improvement, Supply Chain Transformation | | Target Location | US-IL-Chicago | | Email | Available with paid plan |
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Click here or scroll down to respond to this candidateChicago, IL 60660 / (630)-881-6986 / EMAIL AVAILABLE / https://LINKEDIN LINK AVAILABLESUMMARY: Enterprise transformational leader who drives optimal performance, thinks strategically, acts decisively, works collaboratively. With 20+ years in utilizing data and insights, technology, operational excellence methodologies to optimize E2E journeys within integrated business processes. Proven skills to solve business problems and drive large scale change. Manages client relationships on top executive-level strategy & impactful execution. Engages & empowers cross-functional teams to solve complex problems for growth, reducing costs, enhancing customer loyalty and streamlining global E2E supply chains.SKILLS: ADKAR & Kuebler-Ross change mgt., capital planning, Agile project/ program management, demand & capacity planning, distribution, logistics, network & working capital optimization, strategic sourcing, lean/kanban/pull systems, complex problem solving, business insights, data management, new product introduction & VA/VE.SOFTWARE: MS Suite, MS Azure, Power BI, Salesforce/ CRM, SAP, Tableau, Qlikview, Qualtrics/ VoCWORK EXPERIENCE:AlphaPoint Advisors, Chicago, IL www.alphapointadvisors.com 4/2024 PresentSr. Advisor, Transformation & Operational Excellence (Contract) - Providing strategic & performance improvement services using proven approach allowing quick identification, prioritization and solutions implementation. Partnering with the sales team to form strategic account plans, mitigate risk & identify growth opportunities for mid-west SME clients.Ingredion Incorporated, Westchester, IL. - $8 Billion (Food/bev.) www.ingredion.com 9/2021 - 3/2024 Sr. Manager, Global CX & Process Improvement As part of NA Transformation Council, developed strategic CX roadmap for customer journey orchestration & optimization, including E2E Order-To-Cash order management, supply chain, fulfillment & invoicing for optimization & automation. Led Sales/GTM & cross-functional teams of up to 900+ to deliver savings & enable growth in key markets:CLV Measurement and Optimization: Define customer segments and shared KPI performance related to CLV, retention/ churn/ growth & profitability, using PBI insights to continuously refine and optimize E2E journeys.Customer Retention and Growth: Drove initiatives that improved customer retention, reduced churn, and increased upselling and cross-selling opportunities.Team Leadership and Development: Built and mentored a high-performing E2E team, fostering a data-driven culture. Aligned operational growth drivers to financial & XM strategy via Power BI.Innovation and Continuous Improvement: Redefined workflow & issues resolution process improving age of closed cases by 65% (3 days to < 8 hrs). Automated order entry to reduce manual tasks by 40% and lead time for confirmations by 60%. Improved Remediation process reducing distribution issues from 1200 to < 250 a week.Data management & Analytics: Supervised statistical analysis/ predictive modeling to inform demand/supply planning and Sales/GTM. Enabled PBI daily performance tracking & scenario planning for 8000+ accounts for focused growth & productivity with GTM & SC/Ops teams. Leveraged Project 44 ETA data to enable 1100+ proactive customer notifications of order status (weekly) to enhance loyalty/ NPS by approx. 28% YoY.Walgreens Co, Deerfield, IL - $140 Billion (Retail pharmacy) www.walgreens.com 5/2020 - 8/2021Manager, Business Transformation CoE - Owned portfolio of transformation projects to enable growth thru implementing a new operating model & shift away from traditional pharmacy to comprehensive healthcare services:Designed/Piloted remote pharmacy model at retail pharmacies enhancing productivity by 14%, saving $5.8 Million OpEx while maintaining patient service levels.Redesigned workflow for Category Reset process to reduce errors, rework & overall lead-time from 58 weeks to 48 and reducing retail losses by $18M.Retrained/Re-aligned/Retooled Call Center (remote & on-site) WFM by service lines to deliver $1.2 million savingsImprovement & Transformation Consultant, Chicago, IL 3/2017 5/2020Led cross-functional teams to drive transformation while balancing customer and business requirements, technical dependencies, channel strategy and roadmap implementation objectives. Leverages data analytics and reporting to provide insights that drive business results. Sample companies served:Caterpillar, Inc. ($55 Billion Heavy Equipment Manufacturing) As Sr. Project Manager, led a technical team to ensure adequate replenishment and distribution of inventory across the global supply chain in excess of $12 Billion. Gathered data and perform ad-hoc analyses to identify tactical and strategic ways to improve service level and/or reduce operational costs, waste and obsolescence across all operational functions. Streamlined supply chain reducing demand backlog from 26 to 12wks and increased fulfillment to 95%.Abbvie, Inc. ($35 Billion Bio-Pharma) Led multiple teams to leverage innovation and omni-channel to drive the digital transformation. Enhanced data visualization answering business risks, script growth and savings opportunities. Developed current states and prioritized solutions aligned to future state objectives increasing customer engagement.Dover Corp., Downers Grove, IL - $2.8 Billion (Manufacturing) www.dovercorporation.com 5/2014 - 2/2017 Global Leader, OpEx and Supply Chain Charged w/taking working capital from 18% to below15, Leader in the Center of Excellence (COE) providing strategic thought leadership and execution across the enterprise within global segment of 10 operating companies (OpCos), 100+ sites serving multiple end markets. Aligned and integrated strategic objectives into roadmap for execution. Worked cross-functionally to developed operational excellence program. Indirectly supervised/certified 8 CI Managers in LSS:CI Transformation Roadmap - Partner with Presidents to execute their 1-3 year strategy supported by capital allocation to deliver $49 million COGS savings. Monitored monthly performance in market share, revenue, EBITDA and Supply Chain Operations across global sites via an Executive Dashboard.Working Capital Optimization - Working capital optimization through A/P and inventory reductions from 18% to14% of Sales within 2.5 years. Approx. $110M of cash freed up was re-invested in the companys growth. Driving all major suppliers from 30 to Net 90-day payment terms. Increased inventory turns (ITO) from 7 to 9 via sales trending, PFEP, SIOP, consignment, VMI negotiations.Supply Chain Digitization & Automation planning/ forecasting & analyses to build business cases supporting development of the long-term operational strategy and capabilitiesFootprint Rationalization Revenue of $120M into single facility to save $3M annual operating costsMultiple VA/VE projects to reduce Total Costs (TCO) and decrease speed to market (avg. by 6-8 wks.)Global Supplier Rationalization of supply base across key categories ($4 Billion spend); Identify current/future risk for obsolete parts (24% reduction); identify/analyze current inventories, set MOQs.Stericycle, Inc., Northbrook, IL $2 Billion (Healthcare services) (www.stericycle.com) 2/2009 5/2014Corp. Manager, Continuous Improvement - Within highly-regulated compliance driven business, aligned lean strategy with True North and LRP goals (strategic planning A3) across all functional business units, US and Canadian markets, Customer segments and 140+ production and logistics sites. Indirectly supervised 12 regional CI Managers:Account Profit Maximization Execution of productivity pipeline savings over $5 Million in 5 years.Transportation route & fleet optimization program saving $8.2 Million OpEx in 24 monthsCSAT improvement from 52% to 78% and NPS from 44 to 68 through std. talk tracks & SWAT issues resolutionCall Center/ Customer Engagement Implemented FCR to reduce friction and streamline customer issues:oNet Promoter Scores (NPS) improved by 28% and implement First Call Resolution (FCR) within 3 years enabling double-digit CAGR in some key programs.oNew Customer Onboarding - Reduced from 2 wks to 1day, enhancing customer loyalty and retention.Praxair, Inc., Burr Ridge, IL - $8 Billion (Gas/Energy Distribution) (www.praxair.com) 8/2007 12/2008Corp Manager Six Sigma and Productivity, US and Canada - Deployed 30+ trans. kaizens within the USCAN DC & logistics network. Developed and executed plans for Driver AM/PM & enroute processes to impact all 800+ drivers:Collaborated with dispatchers and distribution managers to streamline daily activities of over 800 drivers to realize O.T. savings of approx. $2.5 Million.Value capture of over $875,000 in transactional cost savings validated by Finance organization.EDUCATION B.S. Industrial and Operations Engineering, University of Michigan (Ann Arbor) |
