Strategic Ops Partners is a flat organization comprised of former private equity executives, consultants, and operators who recognize the importance of delivering results quickly through pragmatic planning and execution. With over 50 years of experience running and consulting private equity-backed middle market portfolio companies, we have developed a differentiated business model designed to create significant value at unprecedented speed.

Managed several teams leading planning, buying, and supply chain strategy
•Developed and led a 90-day plan to generate positive cash-flow with existing resources
•Led company out of turnaround phase by executing initiatives across supply chain, technology and buying enabling record-high cash generation and earnings
•Strategically reinvested capital into maturing the company's supply chain and technology infrastructure to support profitable growth and resume opening stores

Led Gross Margin Enhancements engagements for Bed Bath & Beyond to optimize portfolio and eliminate excess inventory
•Developed a web-channel total landed cost model to identify $43M in cost avoidance by addressing unprofitable SKUs
•Identified $1.2B in excess store inventory driven by store visual merchandising, inadequate replenishment, and poor planning

•For a F1000 adhesives manufacturing company, led an operations due diligence and integration planning for a multi-billion-dollar acquisition. Key risks and mitigating actions were identified to ensure a successful merger and full capture of $32M in synergies.
•For a commercial building products manufacturer, performed an assessment that identified 25% conversion cost savings through consolidation and 4-wall improvement. Led the client team PMO in executing the network changes and process improvement.
•For a large mattress manufacturing company, managed a cost-take-out project that identified $32M in both short- and long-term opportunities through sharing intra-company best-practices, establishing optimal make-to-stock inventories, and recommending various complexity reduction initiatives.
•For a F500 automotive manufacturer, performed a Buy Side strategic due diligence and operations assessment identifying $120- 150M

Managed a team of 40 hourly manufacturing associates to ensure safety performance, customer satisfaction, employee productivity, financial performance, and quality performance while applying best practices learned from commercial sector Strategic Sourcing Analyst
•Competitively sourced $15M in integrated circuit spend securing better cost, quality, payment terms, and on-time delivery Aftermarket Production Controller
•Developed a new repair program for international customers reducing lead times from 40 to 25 days
•Saved $3.5M in raw material cost by implementing a cross-business component share program Industrial Engineer
•Implemented visual factory layout to improve flow and reduce inventory by $1.4M and labor by 15%
•Led implementation of a new surface mount technology production line for facility in Mexico

Applied engineering expertise to project management and delivery of systems and processes designed to create greater efficiencies within the manufacturing environment