• Established internal leasing division for customer purchases in response to changes in customers’ government reimbursement, allowing an additional 5% margin on sales and reducing bad debt write-off by over 80%. For more information, click here.
  
  
• Designed tailored financial reporting process by which departmental management could access necessary information and synchronize it with MAPICS system. For more information, click here.
  
  
• Financial lead on a team of turnaround specialists that brought company back to profitability in less than two years from a position of monthly negative cash flows in excess of $850K.
  
  
• Converted cost and pricing from a historical "by the pound" basis to a system where price and cost were set by individual components.

• Diminished company’s Workers’ Compensation premiums 74.2% (over three-year period) by establishing a self-insured pool of 25 apparel-related companies in Missouri. For more information, click here.
  
  
• Increased margins by 135% and sales by 60% through assisting subcontractor in revising pricing structure to reflect more adequately material/product needs, diverting increased costs of subcontracted products; both companies profited as a result. For more information, click here.
  
  
• Reduced average cost of fabric, the principal raw material, by 22% through sourcing of new suppliers and renegotiating prices with existing suppliers.
  
  
• Maintained standard and future costs for over 2,000 items.

• Corrected the bill of material on over 4,000 items that led to a revamping of sales pricing with a net 10% increase in gross margin. Also resulted in a reduced inventory shrinkage from 20% to less than 2%. For more information, click here.
  
  
• Installed production controls and reporting between departments that increased delivery times from an average of 13 days past due to 6 days before due dates. The controls also allowed for better scheduling of production reducing average lead times during peak production from eight weeks from receipt of order to four weeks.
  
  
• Supervised conversion to MAPICS software.
  
  
• Supervised migration from an IBM System 32 computer to an IBM System 38 computer with no system downtime.
  
  
• Developed daily reports for operations that were used to identify inefficiencies in production that contributed to a 17% increase in productivity in restaurant furniture line.

• Facilitated migration of operations to company’s alternate facility, reducing rent cost by 93.3%, increasing margins to 32% of sales, and tapping a new pool of skilled labor. For more information, click here.
  
  
• Assumed duties of export documentation eliminating delays at ports of entry of customers’ locations.
  
  
• Developed computer model that allowed sales department to factor in labor concessions granted by union at new facility into sales contracts. Allowed company to be competitive and win contracts on over $6M in new projects that would have gone to competitors had regular pricing been used.

• Ensured quality of facility management by employing outside consultant to advise on management changes to increase quality and productivity, resulting in efficiencies reaching an all-time high and major boost in morale. For more information, click here.
  
  
• Brought in new management personnel in manufacturing who instituted new methods in production that resulted in a 19% increase in productivity.

• Changed company’s primary products from low-end stocked product to high-end custom product to counter low-cost offshore competition. Used company’s advantage in shorter lead times, attributable to domestic production, to deliver custom product in four weeks or less compared to eight to twelve weeks from offshore producers. For more information, click here.
  
  
• Identified over $2M of obsolete and slow-moving inventory that engineering department was able to incorporate into new products.

• Cut reportable injuries through instituting new union contract policies, dropping claims from one per 3,200 manhours to one every 72,000 manhours worked. For more information, click here.
  
  
• Instituted program of requesting background information on potential employees’ history in filing workers’ compensation claims with previous employers. Reports showed that one in ten potential employees had filed two or more serious claims with previous employers and left their jobs immediately after reaching a settlement on their claims.

• Reduced inventory levels of fabric from over $900K to $400K by negotiating warehousing agreements with suppliers wherein company could order fabric in bulk but store it at the supplier facilities. In doing so, company was able have needed fabric available in outside warehouses and not on site with the benefit of only having to pay for the fabric when it was shipped. For more information, click here.