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Click here or scroll down to respond to this candidateCandidate's Name
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SUMMARY
A transformative and forward-thinking executive, with a proven track record of success in optimizing organizational
performance, workforce productivity and talent engagement. Servant leader adept at attracting, developing, and retaining
talent. A recognized leader and builder of high-performing teams. A customer centric, people centric, data centric leader
capable of delivering results in matrix and non-matrix organizations. Champion of technology implementations that leverage
AI and machine learning to support data driven decision making and standardization of work. Robust expertise in operations,
manufacturing, E2E supply chain, internal controls, finance, and product/portfolio management. Vast experience
implementing Lean principles to drive operational excellence. Significant P&L management experience ($450 million to $1
billion-plus). A strong business development track record with multibillion-dollar M&A integration activities. A strategic, big-
picture thinker, with the ability to lead the tactical elements of executing business initiatives.
E2E Supply Chain Operational Excellence Data Analytics
Operations Strategic Planning Network
Manufacturing Compliance/Audit Design/Optimization
Warehousing/Distribution S&OP/SIOP/IBP Governance
Transportation/Logistics Cross-Functional Leadership Project Management
Procurement/Sourcing & Collaboration Stakeholder
SC/Business Technology Talent Development Communications
Customer Service Education and Training HR/Labor Relations
Finance/Cost Optimization Capital Investment Quality Operations
KPIs/Metrics Contract Management EHSS/Sustainability
CORE COMPETENCIES
Trusted business partner and advisor to senior leadership (C-Suite, BOD).
Data-driven approach to making business decisions and empowering team and individual performance.
Global experience in corporate, commercial, scientific (R&D, clinical), and manufacturing environments, aligning sales,
marketing, and supply chain strategies to drive revenues, market-share growth, and profitability.
Proven success implementing Lean methodologies to drive efficiency and operational excellence.
Multi-site management of manufacturing plants, distribution, and transportation centers, both in-house and 3PLs.
Successful catalyst for change, focused on leveraging organizational and team culture to drive performance.
Experience across variety of manufacturing technologies, including mixing, blending, filling, form fill and seal (liquids
and powders), sterile fill and finish, injection-molding, and machined product assembly.
EXPERIENCE
HOSTESS BRANDS Lenexa, Kansas
Vice President, Supply Chain 2020- 2024
Lead overall end to end supply chain operations ensuring strategic alignment, continuous improvement, and operational
excellence in execution. Manage the entire supply chain team, processes, and systems to support and scale for growth, while
meeting company objectives around cost, quality, and the highest level of customer service. Responsible for the generation of
critical KPIs regarding inventory, service levels, costs, forecast, E&O levels, etc. Architect for SI&OP/S&OP/S&OE/IBP
processes and transformation into digital supply chain leveraging AI/automation.
OTIF improvement of 30%
Transportation savings of $10 million
E&O < 2.5% of total inventory
Procurement savings of $3 million
Cold chain optimization savings of $2 million
Promoted 25% of internal talent into Director/Senior Director roles
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PAPA JOHN S FOOD SERVICE/PJ INTERNATIONAL Louisville, Kentucky
Vice President, QCC Operations 2017- 2020
Led operations of all North American Quality Control Centers (11 Commissaries, 1500+ team members), encompassing all
aspects of food safety and quality in the manufacturing, warehousing, distribution, and transportation delivery activities that
service corporate and franchise owned restaurants. Drove a culture of operational excellence focused on safety, quality, cost,
customer service, operational efficiencies, and the engagement and development of team members.
Total Operating Costs favorable to Budget by $6.19 Million
Reduced OT hours by 47%
Reduced product waste by 51%
Achieved delivery accuracy of 98%
10 out of 15 KPIs hit record levels
Lowest team member turnover (<5%) in the organization during tenure
PLANO SYNERGY Plano, Illinois
Vice President, Operations and Manufacturing 2015-2016
Oversaw operations for six manufacturing plants and numerous distribution centers, managing manufacturing and
distribution operations (safety, quality, cost, and service delivery to customers). Planned, organized, and directed
manufacturing and distribution operations to achieve business objectives in line with budget constraints while ensuring most
effective return on asset.
Minimized cost through effective utilization of labor, SG&A, equipment, facilities, materials, other overhead, and
capital.
Implemented Lean methodologies and action plans to ensure that all facilities supported the company s strategic
initiatives.
Supported M&A activity, including integration of operations.
Focused on talent development to build bench strength of talent in organization. Created career progression tracks for
hourly team members and promoted 10% into supervisory and management roles.
Implemented inventory internal controls, eliminating $1,400,000 loss in two months.
Instituted Lean principles:
o Improved throughput by 25%.
o Reduced $1,500,000 in scrap costs in six months.
Redesigned organizational structure that reduced labor spending (straight time and OT) by $500,000.
AVANTOR PERFORMANCE MATERIALS (F/K/A MALLINCKRODT/J.T. BAKER) Paris, Kentucky
Senior Director of Operations and Plant General Manager 2014-2015
Oversaw ISO and cGMP certified plant responsible for 60% of global sales. Led cultural transformation across several key
elements (safety, quality, cost, compliance) to improve productivity, profitability, and operational efficiencies. Leveraged Lean
manufacturing to drive efficiency and operational excellence.
Reinvented site leadership team and implemented data-driven 6S decision-making frameworks, resulting in:
o Reduced TIRR (recordable injury rate) by 50%.
o Achieved right first-time quality more than 95%.
o Attained weekly schedule attainment of more than 98%.
o Accrued zero late CAPAs and complaints for first time in five years for plant.
o Saved $1,600,000 in operating expenses in 2014.
Attracted new talent to the site at Director level to fill in expertise gaps EHSS, Reliability Engineering
Emphasized process discipline and rigor with implementation of sales and operations planning (S&OP) processes and
quality management system (QMS) review meetings. Served as global S&OP steering committee member.
Partnered with commercial organization to help drive growth, productivity, and innovation.
Candidate's Name , Page 3
Worked in close partnership with executive leadership team, providing strategic and tactical input on how to maximize
revenues and EBITDA, leveraging customer segmentation, SKU rationalization, and OEM opportunities, and reducing
operational costs.
Achieved 40% improvement in customer service delivery performance by year-end 2014.
PFIZER Albany, Georgia
Director of Operations and Plant General Manager 2011-2014
Led cultural transformation of a plant struggling to meet financial, operational, and quality business objectives. Established
key metrics and KPIs, implemented Lean principles to drive continuous improvement, and redesigned organization structure
to be compliant with ISO 13485.
Implemented visual factory management techniques to raise awareness and engagement in continuous improvement
initiatives.
Standardized work and rewarded individual and team performance for demonstrating true business ownership and
accountability for achieving business results.
o Achieved $2,000,000 of favorability to site budget in first year.
o Passed all internal and external audits (cGMP, SOX, OSHA, ISO, EEOC, and DEA) for first time in plant history.
Drove positive change management through clear articulation of site's vision and mission and operating plan.
Leveraged teamwork and collaboration, enabling functions and business units to share best practices, map current
state, articulate desired future state, and create reasonable and feasible action plan to achieve future state.
Built and presented solid data-driven business case approved by senior leadership to implement organizational
redesign and addition of head count to site to fill key skill gaps.
Focused on developing leaders at all levels of organization through 1:1 coaching of direct reports, formal mentorship
programs, team-building activities, stretch assignments, implementation of individual development plans, and formal
talent and performance reviews. Site had the highest colleague engagement scores in the network.
o Achieved manager effectiveness index score of 3.5/4.0.
Executed capital investment programs ($15,000,000) to meet expansion needs of business.
PFIZER New York, New York
Director of Business Operations, and Chief of Staff 2010-2011
Administered strategic, financial, and operational support to commercial unit vice president and leadership team. Created
operating and strategic plans for commercial unit. Chaired PMO and key team meetings, including monthly and quarterly
financial and operating business reviews. Prepared board reports for business unit. Provided financial data and analyses to
support key business development initiatives (acquisitions and co-licensing agreements) with generic partners in major
BRICMT markets to drive top-line revenues and double-digit market share growth. Managed multimillion-dollar commercial
unit P&L ($50,000,000).
Consolidated monthly and quarterly sales data for commercial unit, and provided strategic and operational guidance
to global therapeutic area leads and global regional sales leads to drive sales in key markets.
Managed all support staff (solid- and dotted-line reporting relationships).
Oversaw country finance leads via dotted-line reporting relationship.
Interfaced with regional presidents, country managers, and other enabling functions (legal, regulatory, business
development, tax, and treasury).
PFIZER New York, New York
Senior Manager, Sales and Starter Operations 2004-2010
Served as core team member in development, testing, and rollout of closed-loop marketing business model to 8,000-member
sales force that increased revenues more than 10% ($2,400,000,000) in first year. Managed service delivery for all business
technology and training support from IBM. Oversaw customer service call center supporting sales force of 8,000 colleagues.
Candidate's Name , Page 4
Managed cross-functional team responsible for gathering and analyzing sales data at district and regional levels to
identify growth opportunities for targeted marketing campaigns from brand teams (Lipitor, Viagra, Celebrex, Lyrica,
Neurontin, Relpax, Zoloft, Zyrtec, and Zithromax) to meet and exceed revenue targets.
Managed budget allotment ($20,000,000) of drug samples and starters for marketing brand teams (Lipitor, Viagra,
Lyrica, Neurontin, Relpax, Zoloft, Zyrtec, and Zithromax).
o Tracked actual sales versus forecasted sales and adjusted product supply to match demand.
o Coordinated manufacturing efforts across U.S. sites and third-party and contract manufacturers.
Reviewed competitor sales data and market share statistics and recommended changes to local product portfolio
mixes, ensuring appropriate focus on therapeutic areas driving sales.
Analyzed individual sales representative and team sales performance versus target and made recommendations to
district managers and sales vice presidents for additional training and performance coaching.
ADDITIONAL EXPERIENCE
PFIZER, New York, New York, Senior Financial Auditor, 2002-2004. Assessed and improved financial process controls, and
enhanced compliance and conformance of company operating divisions and groups (global and domestic) to company policies
and procedures. Reported audit results to board of directors and partnered with country managers and business process and
system owners to remediate gaps (both process and skills and capabilities gaps). Supported legacy Warner-Lambert
businesses and locations to ensure adoption of Pfizer policies and procedures during integration activities. Ensured sharing of
best practices on global basis to help standardize work processes and cross-train talent across former organizational
boundaries.
PFIZER, New York, New York, Analyst, Management Rotational Program, 2000-2002. Provided analytical support for
Warner-Lambert integration, reviewing financial statements, budgets, and operating plans. Partnered with legal, corporate
HR, tax, and treasury to assess redundant systems and capabilities and identify key talent and best practices for retention.
Presented findings and recommendations to executive leadership team for endorsement prior to implementation.
SCHWENDIMAN FUNDS, Lincoln, Nebraska, Portfolio Manager, 1997-1998. Oversaw several hedge funds ($4,000,000) for
high-net-worth clients, including research, purchase, and trading of stocks and bonds, and management of risk (foreign
exchange) to increase total profit to clients.
AMERITAS LIFE INSURANCE CORP., Lincoln, Nebraska, Manager, Market Research and Product Development, 1995-1997.
Led team in development of new insurance product, reducing company and customer costs by 10%.
EDUCATION
NEW YORK UNIVERSITY, New York, New York, MBA, Finance and Management, 2000
UNIVERSITY OF NEBRASKA-LINCOLN, Lincoln, Nebraska, B.S., Actuarial Science; Minor: Mathematics and Statistics, 1995
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