Oct 2021 – Oct 2022 · 1 yr · United States

• CharlieDAO is a collective of analysts, product folks, crypto natives, and web developers making Web 3.0 tools and systems. Areas of Focus: NFT Analytics & DeFi primitives.
• We're growing on Discord, please DM if you would like to learn more and possibly join! All we expect is a willingness to learn & participate 2-5 hours / month. Sharing articles, meeting others, and supporting projects as you see fit.

Feb 2020 – Feb 2024 · 4 yrs

• Owner of the AI vision and roadmap for Private Brand’s Compliance Division. Driving adoption of new technology, allowing my customers to scale their processes and increase productivity.
• While at Amazon Retail, I led cross-functional teams of Product, Engineering Program, and Risk to innovate on behalf of customers, while ensuring product compliance and safety. The collective effort reduced time-to-market by xx% and operational costs by $xxM annually.
• Deliverables include:
• A Transformer-based document orchestrator and processor handling xxxM data points per month.
• An automated purchase order gate that increased Gross Merchandise Sales by $xxxM.
• A successful migration of xx petabytes of data to a new, secure, and private data lake with Redshift-enabled architecture to ensure our business complies with global regulations.

Jun 2019 – Jan 2020 · 7 mos · Greater Atlanta Area

• Harvesting the power of information through global data analysis, professional networking, cross-team collaborations and strategic business decisions to maximize profits for the $1.2B Microbial Control Solutions Portfolio.

Sep 2018 – Jun 2019 · 9 mos · Greater Atlanta Area

• Maximize Profit (EBITDA) for a global portfolio of products achieving $350 Million in annual sales.
• Improve MRP system via SAP, BW and IBP for global sites’ Raw Materials and Finished Goods to enable automated replenishment, production planning and service delivery.
• Implement and lead Value Chain and S&OP meetings globally and set KPIs for all sites.
• Manage product’s life cycles through proper segmentation and value category.
• Analyze value chain and submit Capex for Key Projects to increase market share and improve operational efficiency
• Post-Merger integration and portfolio optimization between Lonza and Diacon. Reduce portfolio by 25% by eliminating custom blends and re-branding under Lonza umbrella.
• Partner with Sourcing, Supply Chain, Operation, Marketing, Sales and IT globally to bring value to the organization by organic market share gain and operational excellence.

Jan 2018 – Sep 2018 · 8 mos

• Lead a team of 60 employees and drove profitability for an $80 Million business.
• P&L Management and Owner of key KPI's including Safety, Quality, Productivity, Cost and Delivery for the Finishing Department.
• Lead deployment of continuous improvement activities centered on data-driven root cause analysis, Corrective Actions and Counter Measures.
• Managed the department's R&O (Risks and Opportunities), while aligning with Divisional S&OP and reducing Labor Hour per BSI by 30 % in 6 months.

Sep 2015 – Jan 2018 · 2 yrs 4 mos

• Supporting key plant metrics to contribute to the organization’s OGSM:
• Safety - Zero Recordable (Zero is Achievable Program)
• Quality - CPMO (Complaints per Million Opportunities) target of 1.37
• Delivery - Stock Flex target 97.3%, Custom Coat target 97%
• Productivity - Coater UEE (Uptime and Equipment Effectiveness 70%)
• Losses (% of TVP) - Target of 2.22%
• Manage the Safety Participation Program to achieve 100% completion rate
• Support the plant’s ISO 9001 standard through the management of the Quality Inspection System (Technical Analysis, Certificate of Analysis, Process Control Standards, etc…)
• Manage the Corrective and Prevention Action Program for customer satisfaction
• Establish rapport with vendors and partner with them during Continuous Improvement projects
• Support customers claims with short response time while providing root cause analysis and corrective action
• File Vendor Claims exceeding $400,000 per year to reduce Losses
• Lead the Coater Wrinkle Project to reduce wrinkles claims by 25%
• Lead the Finishing Machine Cleaning Standard Project to reduce contamination claim by 50%
• Perform data analysis of adhesive coat weight profiles using an ROQ Roll Hardness Tester to predict die change (Total Preventive Maintenance) and avoid High/Low Coat Weight claims

Feb 2013 – Aug 2015 · 2 yrs 6 mos

• Global Operations Leadership Development Associate
• Worked with plant leaders and cross-functional team members of Finishing, Coating, Shipping and Supply Chain to achieve a stock delivery flexibility of 97.6% and a custom coat shipped flexibility of 98% while leading a team of 28 employees in Finishing and driving operational excellence through safety, quality, delivery and cost.
• Zero safety injuries in 2014 through daily improvements and communications using our “Zero is Achievable” approach.
• Reduced transactional quality complaints by 30% with the B-Shift Finishing team.
• Increased productivity by 15% through SMED and flexible staffing.
• Increased training completion rates and overall skills of B-shift Finishing (Operators, Assistants).
• Consolidated small rolls and reduced by 25% in the facility and increased machine up time by 10%

Jul 2011 – Feb 2013 · 1 yr 7 mos

• Global Operations Leadership Development Associate
• Collaborated with plant leaders including the materials manager, the master production scheduler and coating manager to improve and maintain a service level of 99.3%, a custom coat shipped flexibility of more than 90%, and a stock delivered flexibility of 94%, while saving at least $400,000 in operational costs across LPM plants and promoting safety through the “Zero is Achievable” campaign.

Nov 2010 – Jul 2011 · 8 mos

• Teamed up with manufacturing leaders like plant managers, production and quality control managers, plant engineers and production line associates to execute continuous improvement projects that included waste reduction, quality assurance, safety training, transfer of knowledge and leadership development, expecting to save upwards of $3,000,000 for 2 Bakeries, 2 Fresh Foods, 1 Deli plants by the 4th quarter of 2011.