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Accomplished professional seeking to leverage extensive background in Process Improvement, Consulting, Project Management, Startup & General Management, Revitalization & Turnaround Management, Business & Staff Development to help companies succeed. Special expertise include:
• processes and best practices to create world-class organizations; • improve profitability and strengthen market position while growing businesses; • productivity through staff development, management empowerment, and fiscal accountability. QUALIFICATIONS
With extensive experience in:
Design/implement systems, Coach strategic direction to Optimize efficiencies and
• • •
Lean Enterprise/Consulting Turnaround Management Cost/Internal/Quality Controls
• General Management/Leadership • Process/Performance Improvement • Multi-Unit/Site Management EXPERIENCE
• Up/Project/Operations Mgmt Start • Outsourcing/Account Management • Customer Care Management
5/2007 - present 1/2006 – 8/2007 5/2002 – 1/2006 1/2001 – 9/2001 7/2000 – 12/2000 10/1999 – 7/2000 6/1998 – 9/2001 1/1998 – 10/1998
Consultant, O Squared Consulting, GA Consultant, The Brooks Group, Fl DeWolff, Boberg & Associates, SC
Managing Director, Consultant/Project Manager, Key Technologies Group/Caribbean Call Centers, UK & Barbados CEO Solar Dynamics Ltd., Barbados Principal/Consultant GeneSYS Business Services Ltd., Barbados Managing Director Caribbean Data Services Ltd.
EDUCATION and PROFESSIONAL
Executive Masters of Business Administration, University of the West Indies Bachelor of Science, Business Administration, Century University, CA Associate of Science, Computer Studies, Barbados Community College Certifications IT Project Management, Georgia Institute of Technology Lean Mastery, Clayton State University Food Safety Management, National Registry of Food Safety Professionals Situational Leadership, Center for Leadership Studies Data Management, Data Entry Management Association (DEMA) Telpro Professional Telephone Skills Trainer, Entretel Professional Development & Community Support Quality Management & Regional ISO 9000 ● Delivering Quality Customer Service ● Small Business Coaching ●Alternative Dispute Resolution, University of Windsor outreach program
PROJECTS Industries: Health Care, IT, Call Center, Aviation, Manufacturing, Chemicals, Food, Paper, Automotive, Government, Utility, Retail Supermarket, Economic Development Clients: Ministry of Ed, SBA, Blue Cross Blue Shield, Bosch, Mead Westvaco, Brachs, NAVSEA, Beaulieu, ThyssenKrupp, CCSTpa, Nurse Care of Buckhead, Parkview Manor Nursing Home, Refugee Micro Enterprise, BNSF, Daltile, Wal-Mart, Faith Walk Ministries, City of Riverdale, Georgia Quick Start Project Management/Start Up Operations/General Management Started up/Managed first multi-channel outsourcing call center operation in Caribbean for British Technology Company. Conducted operations feasibility study; formulated budget; developed project plan; selected/negotiated site, technology vendors and suppliers; oversaw construction; prepared layout; designed furniture; secured government licenses; managed $1.5 million operating budget; recruited and hired employees and managers; selected company to train/certify staff; established best practices; co-wrote HR manual; leveraged networking to acquire customers for telecommunications testing and reliability assurance. Results: Opened 2 months ahead of schedule, $430,000 under budget; center served as model for Barbados Investment Development Corporation to attract international business; presented center of excellence model at international conference. Started up/Grew new offshore revenue stream for health claims & airlines data processing division to generate up to $18 million in annual revenue. Assessed outsourcing needs, risk, reward; developed business plans; presented solutions and proposals; negotiated SLA with clients; coordinated between client operations and processing facility; ensured delivery of quality and specified cost; developed and presented performance analysis at quarterly briefings; trained work force in quality management principles; implemented best practices; showcased accomplishments at international conferences. Results: Acquired 5 new accounts in 15 sites; added 400 jobs in 9 years and became largest single employer on island. Downsized operations and transitioned over 550 jobs from Barbados to Mexico. Co-developed and managed complex project plan involving multiple sites and stakeholders; directed rotating transition team placed at new location; coordinated logistics to divert volume and systems; structured downsizing schedule; cross-trained skeleton staff to ensure meeting customer requirements; rolled out comprehensive communications program for seamless transition and rapid issue resolution, provided financial and outplacement support; implemented enhanced incentive program. Results: Beat financial margins 22.6% against target of 21.5%, customer satisfaction of 97.5% vs. 97.2% and error free processing of 82.7% vs. 82.3% during downsizing phase. Consulting, Reengineering, Revitalization & Turnaround Management Implemented Management Operating System and Standard Work Day in Machining, Assembly and Component Assembly for Front Line Managers. Developed job standards for teams and resource leveling based on KANBAN volume requirements, resulting in reduced operator overtime. Improved analysis of tool breakage, and implemented TPM programs which reduced spindle crashes. Coached teams to improve diagnosis of downtime and improve mechanics skills flexibility. Resolved mixed parts issues by implementing improved work procedures, tools, training and follow up. Results: 8.5% improvement in productivity, yielding savings of 124%. Streamlined operations process in manufacturing design company. Developed process flow. Identified non-valued-added activities. Implemented Pareto analysis, Fishbone analysis and action plans to identify best practices and improve efficiency. Revised management roles and responsibilities for improved accountability. Implemented daily team planning & review process. Established job standards and daily expectations. Implemented performance tracking, supervisory follow up and improved visual communication process. Develop team flexibility charts and structured training programs to develop critical skills. Results: Reduced backlog and headcount. Established new production record with reduced resources. Saved $1.4m. Accelerated ramp up and stabilized chocolate manufacturing operations using lean manufacturing principles. Reengineered work processes to remove bottlenecks and increase production; changed run-time goals to at least 85% of capacity; revised production planning to utilize packaging downtime for bulk production; improved machine uptime with aggressive maintenance program; developed and implemented critical start of shift and end of shift procedures; recovered lost time from shift changes, breaks and lunch periods; tracked production performance and barriers; conducted analyses to uncover sources of waste. Results: Saved ~$1.6 million, 75% over goal; reduced overtime from 12% to 3.5%, increased machine speed from 8% to 13%. Implemented Effective Management Operating System in a Third Party Health Care Administration. Identified over 150 opportunities for improvement and coached teams to accomplish over 75% within 3
months. Developed job standards, revised goals, created daily production reports. Coached Supervisors and Managers on productivity improvement techniques. Developed Frontline through Executive level balanced scorecard and implemented a system of continuous improvement. Results: Identified annual savings of over $1.1m. Improved claims processed by 15% with 33% fewer resources. Streamlined processes and coached management on methodology to maintain optimal operating efficiencies in RV Sewing department. Evaluated operations work process; implemented new process flow; developed reporting tool to track production against plan and minimize downstream issues; established reasonable expectations for work units; implemented job standards; educated team on confronting and resolving issues, workforce planning to meet productivity goals; instituted system to analyze trends and reduce cost due to rework. Results: Standardized operations; improved productivity 5% for annualized savings of $156,000. Increased production 35% at major carpet manufacturer. Improved sequencing of work, reduced changeover times, increased machine speeds closer to capacity and resolved mechanical issues; implemented Management Operating System to provide managers with tools to forecast, plan, assign, follow up and evaluate operations in timely manner and take corrective action; set job standards; improved planning process to balance resource levels with fluctuating work volumes. Results: Annualized savings of $239,800; reduced tufting seconds from .13% to .09% and dye waste from 1.4% to .4%. Turned around 3-site Solar Water Heating assembly business within 6 months. Reduced $1.5 million financial burden by 25%; negotiated favorable bank repayment and supplier terms; partnered with strategic vendors for consolidated shipping arrangements; brokered agreement for expedited international custom clearance; analyzed aging accounts receivable and implemented aggressive collections strategy; implemented consistent management practices, incentives; enhanced policies and procedures; revamped operations process to improve service coverage, response and problem resolution. Results: Improved revenue 8% over previous year; improved collection rate of accounts receivable 1653%; increased heater installations 36% and heaters serviced 10%; reduced employee turnover from 30% to 10%; won Science Technology Exposition – Best Exhibit award for Private Sector.
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