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Jessica Claire
  • Montgomery Street, San Francisco, CA 94105
  • H: (555) 432-1000
  • C:
  • resumesample@example.com
  • Date of Birth:
  • India:
  • :
  • single:
Summary
  • Experience participative management professional; results focused, entrepreneurial and practical. Progressive leadership experience have created a passion for surpassing financial and service objectives via combination of world class service delivery, lean operating methods, renewed marketing directions, and incentive driven rewards for team achievement. Core professional competencies:
  • Risk management & inventory control
  • Vendor sourcing & negotiating
  • Team building & staff retention
  • Strategic planning
  • Operations management
  • P&Lmp;L Management
  • Business development and revenue growth
  • Knowledge of MRP & ERP systems in Sage 100,200, MAS 90, and GP programs
  • Lean Manufacturing Six-Sigma
Skills
  • Approach
  • Business operations
  • Coaching
  • Contracts
  • Costing
  • Clients
  • Customer satisfaction
  • Delivery
  • Direction
  • ERP
  • Filling
  • Functional
  • Layout
  • Marketing
  • Mas 90
  • Moniting
  • Negotiating
  • Peak
  • Process improvement
  • Procurement
  • Profit
  • Progress
  • Purchasing
  • Quality
  • Sage
  • Sales
  • Strategic
  • Unique
  • Reducing waste
  • Operations management
  • Process automation
  • MRP and ERP systems
  • Change management
  • Inventory control
  • Skilled negotiator
  • Calm under pressure
  • Cost analysis and savings
  • Performance improvements
  • Product costing
  • Purchasing and planning
  • Vendor relationships
  • Staff supervision
  • Budgeting and cost control strategies
  • Team building and motivation
  • Sound judgment
  • Project management
  • Packaging and sanitation
  • Inventory management
  • Profit and loss accountability
  • Troubleshooting expertise
Experience
Operations, 10/2015 to 01/2019
Williams-Sonoma, Inc. Boca Raton, FL,
  • Accountable for establishing a strategic direction for the company, devising methods to improve business performance, and providing guidance to all departments, including sales, Marketing, Distribution, Procurement, Planning , and production floor.
  • Developed and implemented on labor cost-cutting and process improvement initiatives and successfully implemented lean operation techniques to all areas if the operation, reducing waste, increasing yield and significantly increasing customer satisfaction.
  • Led the organization to ramp up capacity with new filling equipment to support 27% growth in demand fueled by new products, improved quality and on-time delivery performance.
  • Led the design of partial plant re-layout to consolidate and enhance operations projected to save over $1.6MM annually in utility and labor cost.
  • Successfully negotiating development costs and automation with overseas vendors and suppliers.
  • Evaluated departments to assess performance and develop improvements to key structures.
  • Oversaw strategic business decision-making to develop, enhance and enforce business mission.
  • Developed and led successful business culture focused on performance optimization and goal attainment.
  • Oversaw budgetary and financial activities and implemented strategies to grow business and profits.
  • Directed and oversaw capital improvement projects to expand business footprint and drive revenue growth.
  • Improved internal processes and stimulated overall organizational efficiency.
  • Assisted with daily fuel inspections including preloading and quality control.
  • Improved tracking of locomotive material expenses.
  • Communicated with parts department to obtain needed parts.
  • Optimized procedures to streamline efficiency, reduce labor hours and boost profitability.
  • Managed day-to-day operations and maintenance of equipment.
  • Estimated materials and labor requirements to complete jobs within budgetary and timeline requirements.
  • Implemented and tested enhancement feature requests to improve product functionality and extend performance.
Chief Executive Officer, 01/1997 to 10/2015
Bakersfield Behavioral Healthcare Hospital Bakersfield, CA,
  • Founded family owned and oversaw all the operations of the organization to meet business goals and projections.
  • Recognized by industry for the development of new  products.
  • Increased profits from 500M to 12.5M
  • sold 2015 to Nail Alliance.
Chief Operating Officer, 10/1998 to 07/2003
Department Of Health And Human Services Freeport, ME,

EzFlow Nail Systems C.O.O, C.F.O.
13720 Rosecrans Ave Santa Fe Springs, CA
1997-2003 company sold (Stock Holder)

 

• Sales grew from 1.2 Mil to 12.5 Mil in Less than six years
• Managing Office, AR, AP, Purchasing, Production
• Planning, Implemented lean manufacturing principles
• One-piece flow
• Work cell layout and production
• Minimal setup, visual control
• Continuous flow
• 5 S’s (sorting, simplifying, systematic cleaning, standardizing and sustaining)
• Interfaced with national trade magazine’s
• Negotiated all pricing with supplier’s contracts

Chief Operations Officer, 10/1998 to 01/2003
Frontier Technology Inc Yuma, AZ,
  • Oversaw the day to day and was accountable for the development of new business.
  • Responsible for business operations including the development of projects and objectives.
  • Provided coaching and direction to direct reports to ensure their continued professional growth and development.
  • Through strategic sales business grew from 1.2MM to 15.5MM within six (6) years.
  • Implemented ERP/Sage 100 Mas 90 systems, (Stockholder).
  • Participated in labor contract negotiations with Statoflex, Boeing, Northrop.
  • Established and oversaw strategic business procedures, successfully streamlining operations.
  • Increased business profits by 17% through strategic updates.
  • Negotiated contracts to secure extensions and preserve optimal leadership.
  • Managed accounting operations, accounting close, account reporting and reconciliations.
Director of Operations, 07/1986 to 10/1998
Medline Industries, Inc. Lafayette, LA,
  • Responsible for the Coaching and mentoring of Operations Unit Managers and Line Managers, and jointly establish performance measures and manage a multi-disciplinary team of engineers for many of Airdrome core products.
  • Implemented new products such as Perma-Swage, and Perma-Swage Silicone Injection Machines.
  • Negotiated long-term contracts. aircraft companies.
  • Designed forging drawings for manufacturing of multiple design parts.
  • Double output in costing, purchasing and sales per representative from $1.5M to  9M over 8 years.
  • Suggested new products that increased profits by 32%.
  • Meeting clients for approval of designs and updating them on project progress.
  • Reduced manufacturing cost of mature products by eliminating obsolete, unique and single source components.
  • Increased production support through cross-functional team approach for early identification and resolution of issues.
  • Managed peak engineering demand by outsourcing designs to third-party contract firms.
  • Estimated materials and labor requirements to complete jobs within budgetary and timeline requirements.
  • Ran daily  reports to assess performance and make proactive adjustments, keeping operations highly responsive to changing business conditions.
  • Optimized procedures to streamline efficiency, reduce labor hours and boost profitability.
  • Drove substantial profit increases by leveraging market knowledge and natural leadership talents.
  • Assessed production schedules, drawings and materials to better understand job specifics before project start.
Catcher, 06/1982 to 06/1986
Builders Firstsource, Inc. Point Of Rocks, MD,

Professional Baseball Player San Francisco Giants San Francisco, CA
San Francisco, CA 1982-1986

Education and Training
Bachelor of Science: Supply Chain Management, Expected in 1986
to
California State University of Long Beach - Long Beach, CA
GPA:
Bachelor of Science: Business Management, Expected in 1986
to
California State University of Long Beach - Long Beach, CA
GPA:
Skills
  • Approach
  • Business operations
  • Coaching
  • Contracts
  • Costing
  • Clients
  • Customer satisfaction
  • Delivery
  • Direction
  • ERP
  • Filling
  • Functional
  • Layout
  • Marketing
  • Mas 90
  • Moniting
  • Negotiating
  • Peak
  • Process improvement
  • Procurement
  • Profit
  • Progress
  • Purchasing
  • Quality
  • Sage
  • Sales
  • Strategic
  • Unique
  • Reducing waste
  • Operations management
  • Process automation
  • MRP and ERP systems
  • Change management
  • Inventory control
  • Skilled negotiator
  • Calm under pressure
  • Cost analysis and savings
  • Performance improvements
  • Product costing
  • Purchasing and planning
  • Vendor relationships
  • Staff supervision
  • Budgeting and cost control strategies
  • Team building and motivation
  • Sound judgment
  • Project management
  • Packaging and sanitation
  • Inventory management
  • Profit and loss accountability
  • Troubleshooting expertise
Work History
Operations, 10/2015 to 01/2019
Nail Alliance Brea, CA
  • Accountable for establishing a strategic direction for the company, devising methods to improve business performance, and providing guidance to all departments, including sales, Marketing, Distribution, Procurement, Planning , and production floor.
  • Developed and implemented on labor cost-cutting and process improvement initiatives and successfully implemented lean operation techniques to all areas if the operation, reducing waste, increasing yield and significantly increasing customer satisfaction.
  • Led the organization to ramp up capacity with new filling equipment to support 27% growth in demand fueled by new products, improved quality and on-time delivery performance.
  • Led the design of partial plant re-layout to consolidate and enhance operations projected to save over $1.6MM annually in utility and labor cost.
  • Successfully negotiating development costs and automation with overseas vendors and suppliers.
  • Evaluated departments to assess performance and develop improvements to key structures.
  • Oversaw strategic business decision-making to develop, enhance and enforce business mission.
  • Developed and led successful business culture focused on performance optimization and goal attainment.
  • Oversaw budgetary and financial activities and implemented strategies to grow business and profits.
  • Directed and oversaw capital improvement projects to expand business footprint and drive revenue growth.
  • Improved internal processes and stimulated overall organizational efficiency.
  • Assisted with daily fuel inspections including preloading and quality control.
  • Improved tracking of locomotive material expenses.
  • Communicated with parts department to obtain needed parts.
  • Optimized procedures to streamline efficiency, reduce labor hours and boost profitability.
  • Managed day-to-day operations and maintenance of equipment.
  • Estimated materials and labor requirements to complete jobs within budgetary and timeline requirements.
  • Implemented and tested enhancement feature requests to improve product functionality and extend performance.
Chief Executive Officer, 01/1997 to 10/2015
EZNails, Inc Stanton, CA
  • Founded family owned and oversaw all the operations of the organization to meet business goals and projections.
  • Recognized by industry for the development of new  products.
  • Increased profits from 500M to 12.5M
  • sold 2015 to Nail Alliance.
Chief Operating Officer, 10/1998 to 07/2003
EzFlow Nail systems Inc. Santa Fe Springs, CA

EzFlow Nail Systems C.O.O, C.F.O.
13720 Rosecrans Ave Santa Fe Springs, CA
1997-2003 company sold (Stock Holder)

 

• Sales grew from 1.2 Mil to 12.5 Mil in Less than six years
• Managing Office, AR, AP, Purchasing, Production
• Planning, Implemented lean manufacturing principles
• One-piece flow
• Work cell layout and production
• Minimal setup, visual control
• Continuous flow
• 5 S’s (sorting, simplifying, systematic cleaning, standardizing and sustaining)
• Interfaced with national trade magazine’s
• Negotiated all pricing with supplier’s contracts

Chief Operations Officer, 10/1998 to 01/2003
WTM Manufacturing Thousand Oaks-Stock Holder Thousand Oaks, CA
  • Oversaw the day to day and was accountable for the development of new business.
  • Responsible for business operations including the development of projects and objectives.
  • Provided coaching and direction to direct reports to ensure their continued professional growth and development.
  • Through strategic sales business grew from 1.2MM to 15.5MM within six (6) years.
  • Implemented ERP/Sage 100 Mas 90 systems, (Stockholder).
  • Participated in labor contract negotiations with Statoflex, Boeing, Northrop.
  • Established and oversaw strategic business procedures, successfully streamlining operations.
  • Increased business profits by 17% through strategic updates.
  • Negotiated contracts to secure extensions and preserve optimal leadership.
  • Managed accounting operations, accounting close, account reporting and reconciliations.
Director of Operations, 07/1986 to 10/1998
Airdrome Parts Company Long Beach, CA
  • Responsible for the Coaching and mentoring of Operations Unit Managers and Line Managers, and jointly establish performance measures and manage a multi-disciplinary team of engineers for many of Airdrome core products.
  • Implemented new products such as Perma-Swage, and Perma-Swage Silicone Injection Machines.
  • Negotiated long-term contracts. aircraft companies.
  • Designed forging drawings for manufacturing of multiple design parts.
  • Double output in costing, purchasing and sales per representative from $1.5M to  9M over 8 years.
  • Suggested new products that increased profits by 32%.
  • Meeting clients for approval of designs and updating them on project progress.
  • Reduced manufacturing cost of mature products by eliminating obsolete, unique and single source components.
  • Increased production support through cross-functional team approach for early identification and resolution of issues.
  • Managed peak engineering demand by outsourcing designs to third-party contract firms.
  • Estimated materials and labor requirements to complete jobs within budgetary and timeline requirements.
  • Ran daily  reports to assess performance and make proactive adjustments, keeping operations highly responsive to changing business conditions.
  • Optimized procedures to streamline efficiency, reduce labor hours and boost profitability.
  • Drove substantial profit increases by leveraging market knowledge and natural leadership talents.
  • Assessed production schedules, drawings and materials to better understand job specifics before project start.
Catcher, 06/1982 to 06/1986
San Francisco Giants San Francisco, CA

Professional Baseball Player San Francisco Giants San Francisco, CA
San Francisco, CA 1982-1986

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Resume Strength

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Resume Overview

School Attended
  • California State University of Long Beach
  • California State University of Long Beach
Job Titles Held:
  • Operations
  • Chief Executive Officer
  • Chief Operating Officer
  • Chief Operations Officer
  • Director of Operations
  • Catcher
Degrees
  • Bachelor of Science
  • Bachelor of Science

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