Experience

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  Tenex Capital Management

  • Greater New York City Area

  • Operating Advisor

    • Feb 2018 - Present
    • Greater New York City Area

    Operational Partner, Board member of Ohio Medical Corporation, Big Bolt. Compasshealthcarebrands, C-M-P, WolfProducts. Orbushttp://www.compasshealthbrands.com/https://www.ohiomedical.com/https://www.bigbolt.net/https://www.com/https://www.c-m-p.com/https://www.orbus.com/Tenex Capital Management is a $1.4B operationally focused middle market fund, Ohio Medical Turnaround: COO(Chief Operational Officer) OMC, Manufacture of medical equipment for hospitals, suffering from rapid decline in revenue, collapse in on-time delivery and high-risk customer churn caused by failed ERP implementation. Implemented daily war room to rebug ERP, Operational system, Lean culture, establish sourcing & inventory strategy & processes, and implement production scheduling processes to reverse monthly revenue decline-Compasshealthbrands merge 7 brands and operations. Set up a new logistics strategy and new high dynamic and state of the art distribution centers to serve the new company. -Big-Bolt Board Member.Operational transformation/ Leadership-C-M-P. Board Member.Operational transformation/ Leadership-Wolfhomeproducts. Strategic planning / Leadership-Orbus. Board Member Strategic planning/Operational transformation/ Leadership

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  Ohio Medical

  • Greater Chicago Area

  • Chief Operating Officer

    • Feb 2018 - Jul 2019
    • Greater Chicago Area

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  Sanmina

  • Reynosa Area, Mexico, McAllen Texas, San Jose Texas

  • Vice President/GM

    • Apr 2014 - 2018
    • Reynosa Area, Mexico, McAllen Texas, San Jose Texas

    Video: https://www.youtube.com/watch?v=_KwC-iYHC1I• Site Led $.5 billion dollars . Responsibilities included P&L, Quality, Deliver and CostHigh mix, high volume (3,000 employees) Mega site for Sanmina. Center (455K SQF) building/DC(500K SQF) ISO-9002, TL-9000 certifications,. World Class Operations. Worldwide customers end users. Materials, Quality engineering, HR, Finance, Lean/Six Sigma. Best in class facility Lean and Six sigma culture. • Provided strategic and financial leadership that helped grow sales 100%(double) and margin +8% since ’14, drove initiatives that generated operating cash flow in excess of earnings • Developed and implemented a pipeline management system that facilitated the focus on targeted growth… From 2014 to 2017 double digit growth• From 0% margin to 8%+ margin in less than 2 years• Fully and successfully integration• Full ERP implementation from SAP to Oracle• Maintained strong relationships with rating customers(internal / External) and suppliers• Realigned organization towards global structure. Strategy aligned with business objectives and developed long term ERP strategy. Instituted Steering Committee to align business with initiatives• Lead turnaround efforts at the San Jose sites • Continuity with dynamic operating metrics, analysis and led operating reviews and rhythms that drove performance and accountability of Operating team • Using six sigma quality tools, led global projects that improved operating and financial processes resulting in 100% improved plant performances quality , cost delivery and cost • Working with the federal government to created social corporate program in Mexico

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  Motorola Solutions

  • US, EMEA, Americas, APAC

  • Director of Supply Chain Management

    • Jan 2010 - 2014
    • US, EMEA, Americas, APAC

    • Sites Led $.5 billion dollar . Responsibilities included P&L, Quality, Deliver and CostTurn-Around High mix, high volume (3,000 employees) Mega site for Motorola Center (455K SQF) building/DC (500K SQF) ISO-9002, TL-9000 certifications,. World Class Operations. Worldwide customers end users. Materials, Quality Engineering, HR, Finance, Lean/Six Sigma. Supporting 3 divisions WWD. • Best in class facility Lean and Six sigma culture for Motorola• Lowest 4 wall conversation cost plan with the company• Mexican National Quality Award. Premier quality award for Mexico. Awarded by the president of Mexico for excellence in manufacturing and leadership • Turn around P&L , Quality, Delivery • 5 Worldwide consolidations• ERP implementation• Developed strategic plan and provided financial leadership that realigned company along markets, integrated business units, enhanced infrastructure and diversified portfolio • The development and implementation of new systems across the organization • the establishment of shared service to support new organizations• Reduction of SG&A and indirect cost • Drove 20M of incremental savings in Supply Chain through outsourced material management and tactical purchasing; channeled spend through national distributors; outsourced fleet management; reduced inventory 30%• Developed strategic plan to provide a solid infrastructure around continues improvement culture ,more than 4,000 Poka Yokes at the site (in less than 4 years)• Developed a culture to reward and empower the associates to over exceed goals, resulting in a win-win situation for the stakeholders, company and associates• Lowest employee turn around in Mexico• Developed a culture of ownership , sense of urgency and attention to details in all levels• Lead turnaround efforts at the Penang, Dallas, Arkansas sites• Created dynamic operating metrics, analysis and led operating reviews and rhythms that drove performance and accountability of Operating team

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  Director of world wide Distribution Center

  • Worlwide,US, EMEA, México, APAC

  • Symbol/ Motorola

    • Jan 2001 - Jan 2010
    • Worlwide,US, EMEA, México, APAC

    Director of Worldwide Distribution Center• Sites Led $3.5 billion dollar . Responsibilities included P&L, Quality, Deliver and CostStart-ups and turns around Worldwide Distribution Centers (Americas, EMEA, APAC). • Implementing and Develop ERP/WMS/Free Trade Zone on the sites• Consolidated operations that improved performance while eliminating 5 operations worldwide and upgrading to the best and class systems and process. Reducing cost 10M.• Awarded the National Medal of Technology • Awarded the Awarded the Shingo Prize• E=3P, 2’s Lean implementations in all the sites. McAllen, Dallas, Bentonville (Wal*Mart DC) Memphis(Fed-Ex) Penang, Bruno, London, Prague, Mexico City, • Developing and transforming teams to enable implementations and turn around to perform as the best regarding, safety cost, quality and delivery• Developed a culture for continues improvement through Lean and six sigma methodologies• Developed SOX plan for distribution• Created dynamic operating metrics, analysis and led operating reviews and rhythms that drove performance and accountability of Operating team • Provided leadership, development of global staff…mentored, promoted and retained key talent, created top performing team; mentored and turned performance around of several poor performers

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  UPG

  • US,Mexico, Canada, EMEA

  • Plant Site Manager

    • Jun 1999 - Jan 2001
    • US,Mexico, Canada, EMEA

    • Turn-around situation. P&L responsibility operation to stop significant losses and attain profitability ASAP. • Reduced costs by $-20M and restructured plant to match sales level • Eliminated underutilized staff, Indirect Labor and Direct Labor• Reduced raw material and finished goods inventories by $-3M• Moved some secondary operations to the molding floor, creating manufacturing cells, to attain cost savings and efficiency• Reduced scrap by 10% and material variances by $100K per month. 24/7 operation

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  UPG

  • Texas; CA;, México; Warwick, UK,Calgary, Ottawa Canadá

  • Material Manager/Plant Manager

    • 1996 - 1999
    • Texas; CA;, México; Warwick, UK,Calgary, Ottawa Canadá

    • Turn-around situations. P & L responsibility to stop significant losses and attain profitability in one year. Recruited and developed new staff and workforce• Grew sales from $2.M to $60 in three years• Attained profitability. Improved margins of existing business• Achieved ISO and QS registration • Earned Delphi top quality award for –0- PPM’s for the entire year• Added 5 automotive customers to the original• Added pad printing, sonic welding, hot-stamping, and vibration welding to the plant processes• Added remote space of 200k sq. ft. for warehousing, shipping and receiving. 24/5 operation.• Lead and Responsibility for Turnaround Situation for US: El Paso, Anaheim • Lead and Responsibility for Turnaround Situation for UK: Wawrick • Lead and Responsibility for Turnaround Situation for Mexico: Guadalajara and Monterrey • Lead and Responsibility for Turnaround Situation for Canada: Calgary and Ottawa