Dr. Keith B

Chief Operations Officer


Chief Operations Officer

Education Level:


Will Relocate:



SUMMARY Performance-driven Senior Executive offering over 20 years of comprehensive achievements across a plethora of operations related disciplines. Leverage business acumen across diverse cultures and economies. Develop performance-based, low-cost solutions through aggressive negotiations with new and existing suppliers. Recognized for ability to incorporate innovative management techniques that result in enhanced business practices, increased productivity, and greater profits. Proven success in sales and marketing through expertise in business development and strategic planning capabilities. Goal-focused professional with highly developed business skills in-depth operations experience and a proven history of developing and leading teams to the successful completion of complex projects. Excellent communication skills and a commitment to the delivery of high quality products and services. Consistently produce high levels of customer satisfaction. Areas of Expertise: Supply Chain Management P&L Financial Management Procurement HR Development & Training Budget Preparation/Management Inventory Control Manufacturing & Operations Workflow Optimization Business Operations Project Management Acquisitions Management ERP Implementation Special Honors / Certifications: * Recognized in the Top 7% of Production Foreman to Mentor Future Cessna Leaders IA Responsibilities: * Direct all aspects of operations personnel management, to include providing strategic direction, prioritization, resource allocation, team building, mentoring and coaching for up to 50 Program/Project Managers. Responsible for departmental budget exceeding 6 million dollars and associated variance analysis. * Planning and preparing of Tier 0 and Tier 1 level schedules for each mock performed and SIT testing completed. Schedules were created by each team to include cutover, legacy brown out dates and conversion, work stream lead prep for GoLive, material master data, tooling, mBOM (master bill of material), routings, pricing, MHL data load, MM classifications, ME clean up, purchasing data, vendor data, finance data, inventory, quality control, sales data load, WIP, demand cutover, pre-GoLive activities, GoLive, and Post GoLive. * Process blueprinting by comparative analysis of old processes relative to the new proposals. This was followed throughout the planning and development phases then tested and re-tested again to confirm that the implementation polices were successful during implementation. * Design and architecture of modules PD2R - DE, PD2R ME, QTC, PP2C, QM, HR, FI/CO, P2P, and MHL. * Establishment of specific user requirements and structure permissions for all organizations. Followed by training and organizational readiness. * Release of system data to be acquired for Mock phase. * Upon completion of Mock, SIT testing commenced then analyzed and applied corrections began. Additional testing afterward followed this process. * Performed development of initial data cutover schedule and plan * Executed extensive ME clean up of BOM and routing data to assure process accuracy followed by final data cutover for verification. * Thoroughly communicated GoLive across organization and support daily activities. * Finalized Post GoLive for sustainment and system stabilization * Performed Gap analysis weekly or more frequent as needed * Presented and addressed As-Is-To-Be related issues with team and cross-functional COE members. * Utilized prototyping upon identification of uncommon or obscure processes * Evaluated, recommended, and integrated with additional functional commercial and open-source software components to meet business demands. Developed the Supply Chain Model by: * Developed and implemented standards and criterion for Operations and SCM management request, approval, prioritization and funding to ensure that approved projects were 100% aligned with corporate business goals and objectives. Conducted active project verification and validation to ensure alignment with corporate strategy. Responsible for over 700 million in annual spend to the BOM EAC. * Fully integrating an intelligent supply chain management model that's holistically visible all the way through the system. This model utilized an end-to-end network-based process and system functionality orchestrating the flow of information signals and materials between suppliers and production. * Creating the essential visibility and transparency of data and insights across the entire SCM. Negotiates pricing and contract terms and conditions. Prepares and executes negotiated contractual documents and binding agreements. Conducts risk, issues and opportunities management. Manages supply and demand, schedules, supplier quality, delivery and financial performance. * Implementation of critical analytics that effectively leveraged the data and information visibility to optimize business decisions. * Streamline operations with new processes, tools, advanced technologies, key performance indicators, and organizational alignment. * Institutionalizing a holistic risk management program to ensure proactive management of all supply risk, as well as ensuring resiliency of the supply chain. * By utilizing enterprise resource planning tools such as SAP, we were able to effectively create the optimize decision based model based on specific analytics. * This benefit included improved supplier performance, reduce operating cost, reduced variability in the band schedules orders, improve sales and operations planning outcomes, improved relations between manufacturing suppliers, and increase supply chain responsiveness to the needs of the customer. * Consults with external customers to resolve supplier performance issues. Leads supplier performance teams to develop strategic supplier solutions across programs and commodities. Participates on supply chain process improvement teams and identifies improvement opportunities for potential integration into supplier contract strategies. * As a result, we were able to reduce overall cost by $130 million over the next four years, improve delivery times by 40%, and improve accuracy and efficiency by 72%. IL NC & MO)