• IT Operations Management • Database Management and Business Intelligence • Lead in Marketing team • Development of new markets • Proposal Development • Project operation and quality supervision

• IT Operations Management (IT Services / SharePoint / ISO 27001) • EGRC Implementation & Administration • International Business Development • Proposal Development

• Conducts capture preparations for opportunities in Haiti. • Establishes networks with public and private sector resources.

Built up a Service of the Haitian Ministry of Public Works technical and management capacities to engage in effective development and implementation of regional reconstruction and maintenance programs. • Reorganized work area for mechanics and drivers in order to eliminate operational bottle necks and facilitate inventory management. • Implemented reporting information system to allow managers to be aware of issues on a real-time basis. • Implemented inventory management system to streamline orders of parts and tools. • Implemented maintenance information system that issues work orders to mechanics, thus monitoring their work more efficiently and creating better reports for the material used on each job. • Implemented a HR information system to better keep track of payrolls and bonuses at the end

Recalibrated and strategized this organization to prepare for ISO:9001 certification. Scope primarily encompassed writing processes and procedures, formulating job descriptions and realigning overall organizational structure. • Increased production quality 15% by issuing a series of changes to building layout, rendering the physical workplace easier to navigate. • Engaged the owners in driving change, so the technical department’s response time improved from 1 day to 4 hours, and raw materials distribution improved due to timely reporting. • Transitioned long-term, high-ranking, but unqualified employees out of the organization and flattened the company structure to more strongly balance management and the workforce. • Drove across-the-board performance improvement by instituting group and individual management-employee meetings to clarify organizational goals and individual responsibilities. • Educated the workforce on Kaizen approaches, which proved essential to enhancing the cleanliness of the production facility. • Transformed employee morale by realigning the compensation and bonus programs into a performance-based model.

Strategically guided a full-scale turnaround of this organization; propelled efficiencies in operations, distribution, sales and marketing, and technical services; and drove a 300% improvement in manufacturing / production and revenue. • Skyrocketed production from 800 to 2,500 cases daily, largely by consulting with the engineers who built the manufacturing equipment, then changing the layout and material flow. • Incorporated new work areas and realigned personnel based on individual qualifications, to build leaner, more productive work teams. • Comprehensively trained supervisors, technicians and workers so they understood their individual impact on the larger organization’s strategic objectives. • Instituted regularly-scheduled meetings with the supervisory and management teams to cultivate stronger interpersonal relations skills, which improved the whole work environment. • Transformed the production area from a hot, dirty space to a clean, well-ventilated room, and decreased the temperature 10 deg F. • Sharply raised market share to 40% within just 6 months by replacing the sales force with a new sales manager who leveraged his existing network. • Diversified the product line by adding 3 more brands, initiated market research to launch 6 new products, and investi- gated feasibility of launching into the Caribbean and Central America.

Instrumentally guided a series of enterprise-wide projects in manufacturing, operations, administration, finance, purchasing, inventory, IT, HR and marketing. Conceptualized these initiatives, presented them to the board for approval, and pro- vided key leadership to deliver all the projects on or under both time and budget. • Restructured engineering and installed an accountant to bridge between engineering and finance, so engineering could enhance production in terms of budget and procurement priorities. • Established an automated silo to seamlessly relay primary to secondary. Completed the project in 4 months despite receiving the machinery late and refurbishing the equipment due to flooding. • Implemented the Kaizen method in the engineering department, instilling pride in the engineering team, and rendering the department a model for the remainder of the company.

Joined the organization as 40% shareholder as the business prepared to significantly heighten production to accommodate its new, and largest client. • Redesigned the plant’s infrastructure to support a growth from 150 employees to 750 in a 2-year period. • Raised production efficiency 30% and reduced cycle time 40% by comprehensively training the supervisory team. • Secured World Responsible Apparel Producer (WRAP) certification in just 18 months, well ahead of the normal 2-year cycle. • Overhauled the plant infrastructure and layout, to install ceiling installation, modern plumbing, constant cold drinking water, designated eating areas and an infirmary. • Reorganized internal information systems to report work flows and quality issues on an hourly basis instead of a weekly basis. • Established Human Resources Department, designing an appropriate information system, and integrating it with a newly designed payroll information system.