Work History

2002 - current

Fresh Express

DIRECTOR OF OPERATIONS DEVELOPMENT

Hired to create a Project Management Center Of Excellence, and lead change management activities to develop shared services for all departments. Formed an organization to plan, schedule and coordinate projects across Product Development, Business Management, Quality, Engineering, Supply Chain and Operations.

ACHIEVEMENTS:

Developed a documented project management methodology, blending PMBOK with company culture. Reduced planning requirements from 4 weeks to 2 days. Increased on-time completion from 20% to 80%. Managed a program (on time and on budget) to build one new building, five new processing lines nationally and add 30 new SKUs, in five months. Chartered a PMO (Project Management Organization) adopted by our parent company.

NATIONAL SECURITY DIRECTOR

Create an auditable Food Defense (security) program exceeding guidelines by the FDA, to reduce the likelihood and impact of an agro-terrorism event.

ACHIEVEMENTS:

Created and implemented an industry leading and auditable Food Protection and Defense (Agro Terrorism) program. Featured speaker on the topic. Built a food security team to review and implement 135 recommendations made by the FDA to food processors. Invented a process to analyze each recommendation and to create the policy, procedure, training and audit elements to support that recommendation. This new process allowed the 135 elements to be seamlessly stitched together as they were created, tremendously expediting implementation. Ned has served on the Industry Workgroup of the National Center for Food Protection and Defense (a DHS center of excellence) and has presented at FDA workshops.

1999 - 2002

Nestle U.S.A.

FACTORY SYSTEMS MANAGER (IMPLEMENTATION)

Business manager for a "management culture" change spanning 33 operating locations and five divisions over three years. The nutritional formula facility required validation efforts. The project included a Maximo EAM software implementation and conversion.

ACHIEVEMENTS:

Created proactive vs. reactive management climate designed to improve operational productivity. The System Implementation phase was designed around changing behaviors: Improved utilization of planning systems from 47% to 88%. Increased the number of work activities from 13,000 per month to 21,000 per month. Improved planned vs. unplanned operations by 50%. Initiated Maximo users' group and conferences to generate expertise in all factories.

1998 -- 1999

SunPure Ltd.

CORPORATE DEPARTMENT MANAGER

ACHIEVEMENTS:

Implemented process improvements and automation that doubled production and eliminated sanitation failures. Installed new production lines, exceeding exacting standards of overseas customer, broadening a new market. Created project portfolio review.

1991 - 1998

Ocean Spray Cranberries, Inc.

TECHNICAL SERVICES MANAGER

ACHIEVEMENTS:

10% volume improvements year after year through ongoing capacity analysis, de-bottlenecking and procedural improvements. Cut duration of plant outages in half, while improving operating reliability. Eliminated 3/4 of overdue work. Reduced inventory 20% while increasing SKUs and reducing stock-outs. Innovative and cost-saving projects including the first automated bin-bypass system in the Florida citrus industry. Achieved highest operating efficiency of any factory, 18 percentage points higher than the industry average. Maximo EAM expert..

Sep 89 -- Jan 1991 Coca-Cola, Foods Division	MAINTENANCE MANAGER Approximately doubled production in one year, without significant capital, by improving operating efficiency over 30 percentage points.. Designed and installed dozens of machinery modifications to improve reliability of the processing and packaging system, including the first vision system in the division. Reduced contract costs $45,000 by creating procedures and processes to move the work in house. Established training programs providing each employee over four hours of training every month.
Mar 86 -- Sep 89 Coca-Cola, Foods Division :	MAINTENANCE SUPERVISOR, MAINTENANCE PLANNING COORDINATOR Instrumental in automating maintenance procedures, including relating work order and stores requirements. This resulted in a 50% reduction in parts overdue from vendors, and a substantial increase in availability of material for planned work. Coordinated on a department head level the introduction of a comprehensive PMS program.
U.S. Navy MILITARY SERVICE Lieutenant	Served as a nuclear engineering trained officer aboard nuclear submarines. Multiple responsibilities in operations, engineering and maintenance arenas. Served as "Ship's Overhaul Coordinator" with department head responsibilities. Responsibilities for 180 persons, ship-wide, during a nuclear refueling overhaul. Managed the largest division on the submarine (two officers, two chiefs, and 22 technicians). ACHIEVEMENTS: Qualified as watch officer in a single underway period. Noted by C.O. as "clearly the ship's best watch officer,"whose"ability to react in stressful situations is unparalleled, and [whose] decisions are well-reasoned and timely." Instituted additional training procedures that resulted in 10% to 50% faster casualty response. Wrote procedures for the hazardous "undocking," supervising the training of the entire crew. The ship was "prepared to undock ahead of schedule and accomplished the undocking without incident." (Awarded NAVY ACHIEVEMENT MEDAL). "Directly contributed to a five month reduction in the duration of the overhaul." Authored a change to the fleet's "Reactor Plant Manual" concerning the test procedures for electrical distribution switchgear.

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