Hands-on Operations Executive
A successful operations professional with 19 years of progressively increasing responsibilities for leading food industry businesses. Personally directed $86 million in capital projects, generated savings of $72 million and improved pretax profitability by $300 million for companies in the dairy, produce, beverage, and processed and packaged foods industries.
A hands-on leader with outstanding skills in marketing, sales, production, purchasing, industrial engineering, strategic planning, facilities management, process development and product introduction.
Ready Pac Foods, Inc., Irwindale, California 2005-2006
Managed a fresh cut manufacturing plant with 1,700 production, warehouse, quality control, maintenance, sanitation and administration staff for a $750 million privately held fresh produce manufacturer with 4,100 employees located in seven plants in five states and Canada.
- Reduced direct labor cost by $600,000 for the fiscal year 2005 while maintaining the same output.
- Reduced plant overhead and direct labor by 14% in less than nine months.
- Increased plant efficiency by 15% over prior years.
- Reduced customer complaints by 28% over the previous year.
- Improved overall raw produce yields and packaging shrink by more than $500,000.
- Reduced OSHA accident rate (index) by 50%.
- Hired a production manager, two product managers and one shift manager.
Dairy Farmers of America, Inc., Kansas City, Missouri 2000-2005
Vice President, Operations, Corona, California (2002-2005)
Directed supply chain activities including manufacturing, warehousing, distribution, sales, marketing, quality assurance, engineering, maintenance and waste water facilities for the Cheese Division of the nation's largest milk co-op dairy company with sales of $6 billion. Produced more than 100 million pounds of cheese annually.
- Improved the milk throughput from 4 to 5.5 million pounds per day using process mapping techniques.
- Reduced labor costs by 20% while maintaining product throughput.
- Secured a stable and consistent source of electricity for the facility from Edison through negotiations with the City of Corona after the city had failed to provide a promised cogeneration power plant.
- Reduced cost of product manufactured by 15% through improved yields, reduced direct labor and packaging costs, obtaining favorable pricing from suppliers.
- Secured an $800,000 grant from the City of Corona towards a new sludge handling system that permitted the company to expand by 25%.
- Implemented a value-added process including USDA and FDA approvals that enhanced revenues and margins by $810,000 annually.
- Saved the company $1.1 million over a four-year period on chemical and packaging supplies costs.
- Led an R&D and marketing team in the development and customization of four new products that increased sales and secured large OEM customers, including Abbott Laboratories (Ross Products), Meiji Japan and Energy-Athletics-Strength (EAS).
Vice President, Operations, New Wilmington, Pennsylvania (2000-2002)
Managed manufacturing, warehousing, distribution, sales and marketing for four product groups of a $300 million business unit with three manufacturing plants and 500 staff.
- Turned around a losing business unit, achieving $5 million profits the first year.
- Outsourced waste water operations, realizing $600,000 in annual savings.
- Successfully managed a $3 million salting and milk extension project used for the manufacture of cheese, enhancing cheese yields by 25%.
- Developed and implemented a comprehensive preventive maintenance program that increased uptime by 12%.
- Reduced direct labor costs at the largest plant by 20% through reducing the number of operating shifts from three to two, without lowering output.
- Fully implemented a HACCP program that brought the facility into USDA compliance.
- Devised an incentive program for salaried employees that enhanced efficiencies and productivity.
- Saved $450,000 on purchases of packaging supplies, chemicals and raw ingredients.
Nestlé USA, Inc., Solon, Ohio 1998-2000
Production Manger, Stouffers Frozen Food Division
Managed four production lines with 200 employees, producing frozen food TV dinners generating $80 million annually.
- Improved the division's profitability by 10% over two years.
- Improved line efficiencies by 30% while lowering the cost per pound by 20%.
- Devised and implemented a productivity improvement training program for supervisors.
- Decreased turnover by 50% through training and incentive programs.
Campbell Soup Company, Camden, New Jersey 1989-1998
Process Manager, Marshall, Michigan (1995-1998)
Managed production for the Soup Division of an $8 billion processed food manufacturer.
Converted a former cheese manufacturing facility into a soup processing plant producing two new products, Soup in a Glass Jar and Soup in a Plastic Bowl. Production rose to 15 million cases annually.
Introduced several key programs required by regulatory agencies and customers including HACCP, Total Quality Management, Statistical Process Controls, Standard Operating Procedures, Productivity and Quality Standards, and a Comprehensive Maintenance Program.
Managed and coordinated the launch of eight new soup products.
Successfully managed and completed the glass production line at a cost of $2 million on time and under budget.
Engineer/Maintenance Manager (1991-1995)
Maintenance Engineer (1989-1991)
Managed a maintenance and engineering staff of 160 working in three plants, with more than 500,000 square feet of manufacturing operations running 24 hours a day, seven days a week.
- Managed $30 million in capital projects, including installation of new process lines, facility expansion and construction, and new equipment redesign.
- Managed continuous training of maintenance and engineering staff that met the needs of new equipment and processes.
- Increased production line efficiency by eliminating bottle necks and chock points as well as improving engineering design.
- Participated in a technical cross functional team that developed the beverage product, Splash, which became one of the company's leading selling beverages.
- Selected and implemented a warehouse management system that reduced inventory costs by $200,000 annually and turnover by 5%.
Conagra, Inc., formerly Hunts-Wesson, Inc., Rossford, Ohio 1987-1989
Maintained production and process facilities for the Ketchup & Sauce Division of a $10 billion international food manufacturer.
- Improved productivity by 28% through the elimination of downtime, improvement of scheduled equipment redesign, machinery reliability, realistic production scheduling and quality maintenance.
- Initiated a preventive maintenance program that reduced downtime by 18% for a division with $60 million sales.
- Decreased the need for overtime for the Maintenance Department by reducing equipment failure and increasing productivity.
- Created and implemented a technical training program for 30 maintenance staff.
University of Findlay, Findlay, Ohio
Master of Business Administration, Finance, 1997
The Ohio State University, Columbus, Ohio
Certificate in Heat Sterilization, 1992
University of Toledo, Toledo, Ohio
Bachelor of Science, Electrical Engineering, 1987
Other courses: Zinger-Miller Management Program; Allen-Bradley Programmable Logic Controllers; Food Safety and Quality Certificate; Hazard Analysis and Critical Control Points Certificate; Human Resources Training in Conflict Resolution and Labor Relations; and Supply Chain Management & Project Management, University of Pittsburgh.
International Food Trade Association
Institute of Electrical & Electronics Engineers