PROFESSIONAL ASPIRATION
Strategic leadership role in Project Management that leverages my experience as well as my passion for executing and improving critical processes and projects that create significant long-term value.
Skills
Relationship building
Influencing
Strategic planning and execution
Process improvements
Project management
Business transformation
Go live, Optimization
Automate, Organizational
Business processes, Performance analysis
Business process, Pricing
Change management, Process development
Closing, Processes
Competitive, Progress
Concise, Project management
Consolidations, Quick
Continuous Improvement, Real time
Cost reduction, Relationship building
Desktops, Reporting
Direction, Retail
Dispatching, Sales
Document Management, SAP
Drivers, Scanners
Driving, Scheduling
Senior management, Shipping 3
Finance, Staffing
Financial, Strategy
Financial reporting, Strategic
Focus, Strategic planning
Funds, Strategic thinking
Inventory, Supply chain
Laptops, Tax
Leadership, Phones
Logistics, Transportation
Managing, Unique
Marketing, Upgrade
Materials, Vision
Meetings, Workshops
Merchandising
Access
Networking
Work History
Operations Change Director, 08/2018 to Current – , ,
Led a successful implementation of Digital Core Deployment 1-4 and preparation for all upcoming deployments 5-7.
Facilitated preparations for site readiness by creating Milestone Readiness tasks and uploading those to site Planners which allowed the sites to have visibility to the workload, manage priorities, and prepare their data/systems, people, and processes for go live.
Helped our Business Integration Leaders (BILs) and Process Change Leaders (PCLs) execute successful readiness workshops for each of their process areas which enlisted engagement, networking, and knowledge sharing across all sites contributing to a better solution and organizational readiness.
Coordinated gathering and addressing lessons learned with an MBM focus for D1-D4, improving the path forward for D5-D7 by learning and adjusting.
Managed operations standup meetings through hypercare ensuring hot list and critical items are known, assigned appropriately, and addressed quickly.
Given the cross-process areas nature of our Digital Core implementation, this collaboration coordination was critical to driving resolution.
Coordinated rapid tool and process development for remote work and support of sites given Covid-19.
Coordinated with the Facility Integration Leaders (FILs) and BILs on needs while engaging the OpsConnect IT team and the Solutions Architecture & Integration team for potential solutions, deployment methods, and ongoing support processes.
Deployed SOTI MobiControl and Onsight Connect through Librestream to drive success through remote support.
Advanced our Transformation thorough Mobility and Document Management.
Developed and began implementing Mobility processes to enable the connected worker.
Deployed Samsung tablets with associated accessories and Zebra scanners enabling streamlined processes and real time data access.
Implemented the OpsConnect mobile support framework across GP’s Digital Site Services Team, KBS, and AbeTech to support future deployments as well as provide lifecycle management and issue resolution for deployed devices.
Evaluated new software applications for value creation opportunities.
Coordinated the new vehicle mount standard for sites with no existing vehicle devices to go live on Digital Core and for sites with failing Thors and Dlogs, allowing for replacement at lower total cost with improved technology.
Championed a log out solution and deployment to open previously blocked sites and applications allowing users to expand use of the tablets, becoming more efficient and effective in their work.
Developed processes for new tools driven by system changes such as YubiKeys for those without company cell phones to connect through cellular devices requiring multifactor authentication, special access coordinated with OpsConnect and the security team for the core Asset Care team members working remotely, pushing of the new GP Fiori to mobile devices as well as URL shortcuts on desktops and laptops, etc.
Evaluated, coordinated, and implemented a short term and long-term path forward for document management through Digital Core with the needed security, accessibility across desktops/laptops/tablets, version management, and searchability.
This involved working across process teams, businesses, capabilities (such as corporate engineering, NTC, etc.), sites, training and development, and IT.
Director of Operations, 09/2013 to 08/2018 – , ,
Coordinated all communications and plans for manufacturing to ensure a successful SAP HANA upgrade October 2017.
This included all business testing, cutover preparations, and cutover execution.
Key drivers of this project were reductions in operating costs, enabling future key initiatives, as well as system stability, capacity, and performance.
Assisted the Digital Core team in gathering all needed business requirements through workshops, challenge sessions, and exploration discussions.
Completing the explore phase successfully laid the foundation for the build phase and ultimately the tool enabling transformation through deployments.
Project bets valued at over $78MM annually along with one-time savings of $61MM.
Led Information Management and Governance (IMG) for CPG Manufacturing.
Served as a Data Steward and collaborated with the team to ensure measures and terms were clear, concise, aligned across the organization, and documented in the SAP Information Steward Metapedia tool.
Worked closely with representatives across GP to ensure IMG principles were developed and shared across divisions.
Managed the Stat Factor Definition Change across CPG Manufacturing prior to Digital Core enabling a smoother transition over to the new SAP platform and enabling consistent application of unit of measure reporting across brands for category performance analysis.
Worked closely with IT as a business champion to help drive the Manufacturing Application Simplify & Shift effort.
Reducing the number of unique applications reduces cost and allows IT resources to focus their time on more value creating activities like enabling digital transformation rather than maintaining over 700 applications.
Helped develop the IT Transformation Guide as well as plans to execute this significant culture change to support the IT 3-10 Transformational Strategy.
Served as a champion of this effort from the business and a member of the core change management team.
Successful development and roll out of the Overall Equipment Effectiveness (OEE) project which provided an improved and reliable OEE% metric to help identify bottlenecks, guide priorities to improve operational performance, and measure progress towards closing the $100MM operational performance competitive gap.
As the Manufacturing Operations Coordinator and the Data Governance PPR, I worked with all functions involved to ensure business processes were in place for sustainability, training was effective, concerns or issues were addressed, terminology was aligned through the Data Stewards and documented, etc.
Coordinated effort to align and automate Manufacturing Flow Metrics with an expected savings of $640K per year.
Muskogee Manufacturing Flow pilot and roll out across other facilities.
Led the overall pilot execution; provided leadership, strategic thinking, organization, facilitation, direction (focused on streamlining & ensuring consistency to the one best process for GP), barrier removal, and challenge to each of the work streams and all resources involved.
Developed value assessments and venture summaries gaining alignment to begin work in additional sites such as Savannah ($233K per year savings) and Palatka ($263K per year savings).
Worked to develop sprint plans along with the facility teams to implement these value creating changes.
Drove value by coordinating and facilitating 4 user groups focused on knowledge sharing to drive quick improvements across our facilities (1.
Converting Vital Supplies Flow 2.
Trailer Tracking and Yard Management through to Finished Goods Shipping 3.
Wastepaper & Purchased Pulp Flow 4.
Production Scheduling).
Developed a procedure and executed a successful poly grouping experiment that improved service from our vendors, reduced cost of materials, allowed the mills to reduce working capital within their facility, and reduced lead time (pricing savings alone are worth over $500K annually for the one item in the experiment).
Developed a procedure to expand this process to additional poly items as well as other vital supplies.
Director of Operations, 05/2011 to 09/2013 – , ,
Retail Tissue, North American Consumer Products.
Spearheaded converting Quilted Northern Soft & Strong Jade on Diamond lines in Port Hudson to reduce cuts worth over $8,000,000 in preserved revenue.
Developed venture summary for the Port Hudson training and staffing needs involved with the execution of Diamond; $9,200,000 saved.
Ensured capture of bonus depreciation opportunities worth over $12,000,000 through work with tax and finance.
Created value of knowledge sharing through coordination and facilitation of the Diamond leadership meetings.
Respond to ongoing project and business needs by providing project management support to achieve the successful launch of Project Diamond.
Manage the financial reporting process to ensure alignment and clarity of reporting to enable management control.
Develop, champion, and provide ongoing support of venture summaries for execution of asset projects related to Project Diamond.
Director of Operations, 02/2011 to 05/2011 – , ,
Special Projects, North American Consumer Products.
Led value analysis for strategic business process changes which resulted in a “playbook” of alternatives.
Director of Operations, 05/2007 to 01/2011 – , ,
Retail Towels, North American Consumer Products.
Implemented cost reduction and asset optimization processes worth over $35,000,000 in annual savings.
Identified, prioritized, and closed productivity gaps; Drove rapid capacity expansion projects to fruition quickly for unexpected opportunities which allowed the business to earn margin on incremental volume.
Directed capital planning and implementation for the towel category; Developed the capability and capacity to meet business objectives.
Provided strategic vision through the business technology plan, aligning assets, capacity, and business growth.
Point person for the business and manufacturing on matters of asset strategy, optimization (includes planning for paper machines, converting, transfers, logistics, etc.), supply/demand challenges and opportunities, and cost reduction.
Senior Manager of Customer Solutions, 04/2006 to 05/2007 – , ,
Generated and implemented customer specific logistic plans worth over $3,500,000 of savings annually.
Built customer relationships as well as supply chain capabilities and interdependencies with top customers.
Managed teams handling order and deduction management plus customer logistics for strategic customers.
Optimized transactional performance to increase speed, improve customer perception, and reduce cost.
Developed transferable talent for placement within other parts of Georgia-Pacific and for advanced positions within the group.
Senior Manager of Business Process Improvement, 04/2005 to 03/2006 – , ,
Retail Consumer Products.
Managed the Retail Continuous Improvement Process across all functions to drive sustained cost reductions, revenue enhancements, service improvements as well as process improvements.
Worked directly with each Marketing/Sales Retail Continuous Improvement Process team to ensure all goals were met or exceeded; Coordinated teams delivering over $230,000,000 in annualized benefit.
Facilitated senior management reviews covering team scopes, progress made, results delivered, and sustainability.
Conducted training prior to each wave for any new sponsors, team leads, or breakthrough specialist.
Manager of Supply Chain Operations, 09/2003 to 03/2005 – , ,
Business Improvement Process Team – Consumer Products.
Worked abroad with the European Division of Georgia Pacific to implement BIP in Great Britain and Ireland.
Managed the BIP diagnostic for the Ireland Consumer Customers and Products Team, which included five work streams (Cost to Serve, Demand Management, Mix and Portfolio, Merchandising and Price, and Profitability).
Managed process execution of the price increase for two sales groups worth over $66,000,000 per year in revenue.
Worked as part of a core team that developed the structure and process for the Business Improvement initiative.
Manager of Supply Chain Operations, 07/2002 to 09/2003 – , ,
Identified and executed opportunities to improve return on assets through facility redesign and asset reallocation.
Anticipated and supported capital management planning needs for strategic process flexibility, cost reductions, and capital funds expenditures; Identified, justified, and coordinated long-term solutions to system capacity.
Developed, evaluated, and supported the introduction of product innovations, improvements, and initiatives.
Manager of Supply Chain Operations, 07/2001 to 07/2002 – , ,
Napkins/Facial/Wipers, Operations Support – Consumer Products.
Managed system utilization of over three hundred manufacturing lines nationally across the napkin and facial categories.
Developed integrated product supply strategies as we combined Fort James into Georgia Pacific by streamlining product flow through the supply chain.
Served as a key team member for product supply and manufacturing teams.
Inventory Control Manager II, 11/2000 to 07/2001 – , ,
Planned and managed retail bath tissue production nationally.
Coordinated a sheet length reduction for all bath tissue items, which led to annual cost savings of over $5,000,000.
Identified and executed synergy opportunities during the assimilation of Fort James into Georgia Pacific.
Inventory Control Manager, 01/2000 to 10/2000 – , ,
I, Production Planning Group – Packaged Products.
Managed inventory levels for all division locations while also planning and managing consumer napkin production nationally.
Decreased inventory costs by reducing over a million cases in six months while maintaining customer fulfillment and service.
Achieved cost reductions, streamlined the supply chain, and increased sales and distribution for Pacific Garden products by working directly with outside suppliers for all components.
Team Leader, 12/1998 to 01/2000 – , ,
Transportation Planning Group – Paper.
Coordinated successful conversions for two divisions to new systems and to new organizational structures.
Managed the Transportation Planning Group in optimizing, dispatching, and monitoring transportation nationwide.
Developed and implemented team processes and procedures for a new organizational group.
Sr. Analyst, 10/1997 to 11/1998 – , ,
Transportation and Logistics - Building Products.
Produced in-depth financial lane analysis to identify and support growth of cost savings partnership initiatives.
Negotiated, managed, and communicated tariff rate changes.
Developed and implemented carrier performance measurement tools.
Load Planner, 10/1996 to 10/1997 – , ,
Planned execution of truckload shipments of material outbound from fourteen manufacturing facilities.
Identified and implemented cost saving options for Georgia Pacific’s core carriers and various business units.
Developed a load planner training manual and trained all new hires.
Logistics Coordinator, 06/1995 to 09/1996 Thrasher – City, STATE,
Analyzed traffic lanes for consolidations and savings; Officiated field Traffic Manager duties as needed.
Tracked results and prepared management reports to demonstrate program effectiveness.
Education
MBA: Management, Expected in 12/2000 Georgia State University - Atlanta, GA GPA:
BBA: Marketing, Expected in 06/1995 University of Georgia - Athens, GA GPA:
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