This expert is most effective when the work is important, cross-functional, and constrained. When scope, schedule, resources, and competing priorities create real pressure, the expert helps teams find a clear path forward—turning urgency into clarity and clarity into delivery.

The work spans end-to-end program and project leadership across manufacturing and supply chain, particularly when efforts cut across plants, functions, vendors, and executive stakeholders. The expert brings structure without adding weight: clear scope, a respected decision path, and a focused team with named accountability—not “owners” on a slide, but a real group that meets, commits, and follows through.

Truth is put on the table early and intentionally. A small set of leading indicators (typically 5–7) creates a shared, objective view while there is still time to make choices, manage tradeoffs, and act. That shared reality turns noise into consensus, and consensus into momentum.

The expert is ERP-agnostic, with delivery experience in Epicor, NetSuite, and SAP/APO environments, and ramps quickly in whatever systems are in place. Work is led from the business outcome backward, helping teams use existing tools to standardize operations, tighten execution, and reduce surprises.

Senior program and project leader for manufacturing and supply chain execution. Known for stepping into high-pressure, cross-functional work and getting it under control fast: a weekly commitment cadence, a visible dependency map, a decision log that moves, and 5–7 leading indicators reviewed every week. ERP-agnostic and quick to ramp in new environments.

• Rapid assessment → clear plan: fast assessment, crisp scope, decision path, and a plan people can execute
• One operating rhythm: cross-plant coordination with one cadence, one set of commitments, fewer surprises
• Real accountability: the right leaders in the room, aligned as a working team with decisions and follow-through
• Governance that serves the work: simple tracking, clean reporting, risks surfaced early with options (not drama)
• Change that sticks: communication and adoption built into the plan, not tacked on at the end
• Delivery under pressure: transitions, readiness, continuity, service and cost pressure situations
• Practical measurement: leading indicators that create shared reality, faster consensus, and better decisions

• Program leadership
• Cross-functional execution
• Manufacturing operations
• Supply chain execution
• Supplier transitions / contract manufacturer transitions
• Operational readiness / cutover support
• Continuity of supply
• Process standardization
• Operational metrics / KPI development
• Planning & scheduling systems
• MES / reliability systems
• MRP fluency (multi-ERP; examples: Epicor, NetSuite)
• Change management
• Risk mitigation
• Stakeholder engagement
• M&A IT assessment
• Agile / Scrum / Waterfall
• Digital marketing operations

• Contract Project and Program Manager, 25 Fathoms (01/2022 – Present)

• Chief Relationship Officer, Intercept Marketing LLC (07/2015 – Present)

• Contract Project and Program Manager, YourEncore (07/2012 – 11/2020)

• Technical Product and Project Manager, Procter & Gamble (02/1986 – 06/2010)

Contract Manufacturer Transition ($88M)

Led an $88M transition with regulated production requirements. Brought procurement, planning, COGS ownership, and readiness into one execution rhythm so the move didn’t become a slow-motion crisis and readiness stayed visible week to week.

Supplier Transition (300+ castings)

Coordinated the transfer of 300+ metal castings to international suppliers. Built visibility and continuity into the work so operations stayed steady while supply shifted underneath it.

Planning & Reliability at Scale

Built centralized production planning that reduced inventory and lead times across three continents, then supported global MES work to improve reliability across product categories. The common thread: make the system serve execution, not the other way around, reducing lead times and improving schedule adherence by making dependencies visible.

Delivery Recovery & Foundational Work

Advanced 21 of 22 foundational operational priorities by turning “important ideas” into owned work with real follow-through. Also led requirements for a scheduling tool and multiple initiatives aimed at improving post-disruption delivery performance.

High-Stakes Business Protection & Launch

Protected $300M in sales through oversight of global analytical testing / continuous production support, and led a $1B EMEA launch with heavy change management. Different problems, same requirement: clear decisions, disciplined execution, no surprises late.

Enterprise Scale Outcomes

Integrated $3B in product categories into a global planning solution driving cost and lead-time reductions, and delivered $12M annual savings through global standardization/virtualization across 142 manufacturing sites.

• B.S., Systems Engineering (Minor in Economics), Case Western Reserve University
• PMP (PMI) | CSM (Scrum Alliance) | Lean Six Sigma Black Belt
• Jira Fundamentals (Atlassian University)
• Memberships: PMI Southwest Ohio Chapter (Director of AI); Toastmasters (Club President, Area Director, VP of Public Relations

• When constraints are tight, the Expert brings the work under control: shared priorities, clear decisions, and a cadence that keeps commitments real across plants and functions.
• The Expert helps teams reduce late-cycle surprises by putting leading indicators in place early, so risks become choices and choices become consensus.
• The result shows up in continuity, readiness, cost and service performance — and in leaders having a plan they trust and a team that can execute it.