General Manager, Daddy Ray's @ J&J Snack Foods Corp
Vice President - Bakery Operations @ J&J Snack Foods Corp
Business Unit Manager (A1 Steak Sauces / Grey Poupon Mustards) @ Kraft Foods Group
Saint Leo University
Senior Operations Manager with demonstrated success at leading world-class operations and production facilities for a $65 billion global consumer packaged goods company. Energetic leader recognized with the learning agility to advance quickly through multiple cross functional roles and varied businesses within the Kraft / Mondelez organization. Passionately leads safety and environmentally compliant workplaces while establishing the culture
Senior Operations Manager with demonstrated success at leading world-class operations and production facilities for a $65 billion global consumer packaged goods company. Energetic leader recognized with the learning agility to advance quickly through multiple cross functional roles and varied businesses within the Kraft / Mondelez organization. Passionately leads safety and environmentally compliant workplaces while establishing the culture to achieve best in class results. Uncompromising focus on high quality standards and well-maintained facilities. Successful at leading innovative processes and procedures, developing high-performance work teams, reducing costs, improving efficiency and delivering year over year cost reductions to deliver productivity to fund the organization’s virtuous business cycle. Skilled at new line startups and turnaround situations with varied experience in HPWS, Lean Six Sigma, and Continuous Improvement processes. Core expertise includes:
Environmental, Health, and Safety Leadership
Operational and Productivity Improvements
TPM, Lean Six Sigma, and Continuous Improvement
Financial Management and Budgeting (Operating/Capital)
Strategic Planning and Implementation
Coaching and Organizational Development
General Manager, Daddy Ray's @ From May 2015 to Present (8 months) Plant Manager, Richmond Bakery @ Held full accountability for a 550-person, 1mm sq ft, unionized bakery. Responsible for all aspects of the operation to include conversion, quality, maintenance, capital, engineering, financial budgeting/reporting, safety, continuous improvement, and HR. This is the second largest bakery in North America and has the lowest variable and fixed cost of any US bakery.
Oversaw the North American lead site for Mondelez’s launch of the Proctor & Gamble Integrated Lean Six Sigma (IL6S) processes; successfully achieved “Phase 0” certification within 4 months on site and in “Phase 1” on 5 strategic lines. Responsible for leading the cultural shift of improving results through TPM pillars, tools, and HPWS teams.
Brought “Safety as a Value” to a facility with average safety performance results – within the first year, improved TIR by 40% and increased employee engagement within their safety teams as the entire facility embraced a “Zero Tolerance” for safety defects.
As part of the global organization’s strategic plan, managed $70mm investment within the first year for a facility expansion, new technology, and a new production line; worked with state and local officials to gain over $2mm of funding government funding to support the growth.
Retained focus on results for the leadership team during an incredibly busy time for the facility and a company as we completed our second year as a new company – showed improvements year over year in safety, cost, quality, and service levels through the leadership and development of a new “First Team” that is rebuilding the future. From July 2013 to May 2015 (1 year 11 months) Plant Manager, Philadelphia Bakery @ Held full accountability for a 450-person, 750,000 sq ft, unionized bakery. Responsible for all aspects of the operation to include warehousing, distribution, conversion, quality, maintenance, capital, engineering, financial reporting and budgeting, safety, continuous improvement, and HR.
This was one of the toughest unionized facilities in the North American network (represented by the BCTGM) and we were able to successfully challenge decades long past practices and reset to a more favorable business model while not losing the employee’s engagement.
Right-sized the maintenance organization, reducing 15% of the labor, and at the same time increasing Operation Equipment Effectiveness by 4% points. Established detailed loss analysis’s of the breakdowns and focused the reduced staffing on those areas and invested $ accordingly.
The first plant manager in that facility in 8 years to deliver the safety, productivity, and quality target for the year with a return to basics and attention to the details of the operation.
Promoted to a larger facility 14 months after arriving in Philadelphia. From May 2012 to July 2013 (1 year 3 months) greater philadelphia areaBusiness Unit Manager (Processed Cheese) @ Led the conversion, business development, and continuous improvement activities for a 350-person business unit with 13 production lines producing 300mm lbs annually.
Delivered back-to-back years of record results in productivity, safety, and customer service. Deliverables included a safety incident rate below 2.0 for 2011, record productivity of over 10% controllable cost reductions in both 2010 and 2011.
Partnered with five product category teams to aggressively drive out costs and bring new products to market. Launch team leader for 3 major commercialization’s with responsibility for the capital request/justification, planning, start-up, and steady state operation.
Restructured the department to improve labor utilization by reducing 48 positions (14% of the workforce). Utilized Methods Time Management (MTM) studies and change management to lead the organization through this reset with no capital investment.
Built a Six Sigma organization of 4 Black Belts and 4 Green Belts within the department to build a productivity pipeline that reduced costs, increase capacity, and improve quality.
Utilized a comprehensive Daily Management System (DMS) to coach ten direct reports in their daily roles across multiple shifts; closely aligned all dotted-line functional support teams from maintenance, engineering, quality, and HR with those DMS activities to ensure the prioritization of core work. From July 2009 to May 2012 (2 years 11 months) Business Unit Manager (A1 Steak Sauces / Grey Poupon Mustards) @ Selected for a cross-functional developmental assignment to operations; directed and coordinated the conversion, business development, and continuous improvement activities for the single global source for two of Kraft’s premier categories.
Responsible for the operating budget process, established key performance indicators, and directed the capital investment process for the business unit; performance results were favorable to plan both years.
Revitalized the Preventative Maintenance program with the collaboration of plant maintenance/engineering resources through retraining for SAP competency, weekly PM tracker postings, and dedicated follow-up maintenance resources resolving PM findings.
Management representative for the Quality Chain Management System; ensured quality products through progressive manufacturing, quality control, and sanitation practices. From January 2007 to July 2009 (2 years 7 months) Allentown, Pennsylvania AreaHuman Resource Manager @ Accountable for the HR function in a non-unionized cheese and dairy production facility with 600 employees, including HR responsibility for 35 private fleet drivers and mechanics.
Site’s top “people resource” for the North America commercialization of the new Tassimo Hot Beverage System; $100+ mm capital installation and 100+ new “high-tech” jobs; 0 safety incidents; applied for and awarded $500m of state grants and tax credits.
Converted 10 “salary” supervisor positions to “hourly” facilitators. Led the organizational redesign, hired the best, developed an initial orientation, and provided on-going coaching.
Completed corporate initiative to outsource facility maintenance employees and service agreement management; affected 14 long-term employees and annual contracts of $2mm
Lead HR resource for major business realignment that relocated volume and people; responsible for budgeting the downsizing, executing a communications plan, and developing a downsizing timeline with severance plan deliverance.
. From May 2005 to January 2007 (1 year 9 months) Allentown, Pennsylvania AreaHuman Resource Manager @ Accountable for the human resource function in a unique High Performance Work System facility with an all salary workforce of 265 Kraft employees and a supplemental workforce of 165 temporary part-time workers
Key member of the site’s senior leadership team that set manufacturing strategies and led the daily operations for one of Kraft’s busiest refrigerated dessert facilities
Championed annual “Organizational Excellence” strategy that advanced worker safety, job-skill training, communication strategies, team-based activities, and rewards/recognition.
Represented Kraft during government inspections, worker compensation hearings, employee arbitrations, and un-employment hearings. From April 2003 to March 2005 (2 years) Safety Manager @ Top safety person in a multi-union 650-person / 1mm sq ft. manufacturing and distribution facility. Accountabilities included safety compliance program implementation to OSHA and Kraft standards, budgeting and tracking hourly job skill training, occupational health, and organizational development.
Led the plant safety committee’s as they executed within their Kraft Safety and Risk Management Program elements – this brought ownership and continuity at the floor level
Excellent relations with both unions, communicating regularly on safety, training, and occupational health issues; facilitated the site’s bi-annual Joint Labor Relations Committee.
Plant champion for the Field Leadership Development program and daily QCDSM (Quality/Cost/Delivery/Safety/Morale) Greenrooms. From April 2001 to March 2003 (2 years) Dover Delaware
Masters, MS in Personnel Administration @ Troy University From 1997 to 1998 BA, Human Resources @ Saint Leo University From 1992 to 1996
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