| LEAD ARCHITECT ZORO INC. 2023 – Present | Charges Lead the strategic and tactical management of Zoro’s Architectural practice Mange the day-to-day of 5 person actual team covering the entirety of the companies footprint Establish and Maintain the Technology Standards for Zoro’s technology group Accomplishments Established a maintainable 4 layer reference architecture coving business process, data flow, technology products,and system connectivity. Establish a strategic advisory committee to formulate where to put forward thought towards and what does not fit the long term vision of leadership Evolved loosely manged best practices for implantation to standard implications patterns that allowed for a first time right improvement of 25% over a 6 month period. |
| SUPPLY CHAIN ARCHITECT ZORO INC. 2019 – 2023 | Charges Design and implement delivering a fully digital supply chain. Develop and support the establishment of a supply Chain Management Knowledge Base. Accomplishments Designed and Integrated multiple micro service solutions in inventory, logistics, and supplier performance. Designed and enabled a supplier drop ship network that grew from 6 to 1000 in 18 months. Key partner in best practice and adviser of Lean and Kaizen activities company wide. Acting product manager for post order user experience. Developed and Managed a 4 year road map for emerging and legacy technology’s for the company while documenting the current ecosystems OTC/PTP processes ( tech and biz both) Interim Managed a product team of 6 to deliver all post order features needed for 9 months. |
| ENTERPRISE ARCHITECT DART CONTAINER CORP. 2013 – 2019 | Charges Global Template (GT) Evolution and adherence. Customers Advocate with-in the Software Development Life Cycle (SDLC). IT’s advocate to the Customer to ensure expectation alignment. Project Delivery Adherence. Accomplishments Implementation of the SAP-PM in 20 locations globally. MRO management (WMS, PTP, PM) clean up in 41 location, and data conversion from 10 different legacy systems were 7 of them had no formal data management. And reducing inventory reserves by $3 million annually. Migrated a 1600 + Object Report only Business Intelligence service to data warehouse based self-service data platform for a formal superuser community. Implemented 20 different small-scale projects within the Web-Dev agile approach from an EPA compliant chemical processing MOC solution, to a formal cloud-based OSHA compliant Safety management system. |
| SUPPLY CHAIN AND OPERATIONS ANALYST SOLO CUP COMPANY (PRESENTLY DART CONTAINER CORP.) 2007 – 2012 | My tenure in the analyst role really spanned three separate phases and while I retained the same title and position the delivery of the efforts I was charged with were drastically different: Lean Analyst – 2007 Held 14 different Kaizen events accent 6 location and 4 technology bases. Reduce processing time RAW to Finished in one event from 3 days to 45min. Implemented a full process documentation content management. Was able to hand this over to a six-person Operational Excellence Organization that was established from the progress shown. Supply Chain Analyst – 2008-2010 Documented current and go forward process states for the department during a merger business functions from a prior acquisition. Lead a stakeholder implementation team installing of SAP OTC of a 15 location role out for all sales order processing and fulfillment. Managed the department’s performance reporting and Process improvement efforts, including implementation of the formal KPI library and a get to goal effort plan. Business Analyst – 2010 – 2012 Implement a fully integrated enterprise asset management solution with Oracle EAM. Managing both internal and external resources over 10 locations with a phased roll-out with 4 sites in the process at any one time. Converted and improved master data for $15 million of MRO inventory which encompassed PTP process for all non-raw material inventory. Implemented a full Equipment lifecycle schedule for all production processing equipment across the asset base. This retired 4 legacy systems and reduced IT operating costs by 1.5 million a year for 3+ years. |
| INVENTORY AND MATERIAL MANAGER SOLO CUP COMPANY (PRESENTLY DART CONTAINER CORP.) 2007 – 2002 | The time I spent at this level of manufacturing and supply operations allowed the unique perspective and comprehension of user and customer needs. The knowledge base that I built into this role gave me a platform to build skill sets and manage efforts in the future from a position of proven experience not observed or instructed knowledge. Managed at any one time 6-10 full-time employee executing the full battery of warehousing material supply function for a 42 line Thermoforming production facility Production scheduling role for an offline printing department of 10 Lines, running 2500 different sku’s Managed the entire facility Inventory traceability (finished good, WIP, and RAW) reducing audit reporting time from 3 hours to 45 min. Managed a RAW and Packaging material warehouse with both Consignment, VMI and Kanban processes. |
