Mark Gibbons Jr

Scaled manufacturing business to increase production for new customers by 567%

Hired and trained all staff on proper dairy manufacturing procedures and processes.

Scaled manufacturing capability through equipment acquisitions and technology upgrades.

• Streamlined operational processes, enhancing efficiency across production and distribution activities.
• Led cross-functional teams to implement best practices in inventory management and quality control.
• Established key performance indicators to monitor operational success and facilitate continuous improvement efforts.
• Oversaw day-to-day production activities in accordance with business objectives.
• Mentored and coached team members to foster productive and engaging work environment.
• Worked collaboratively with functional leaders to implement new procedures and corrective actions to improve quality.
• Spearheaded change management initiatives that facilitated organizational transformations while minimizing disruption to ongoing operations.
• Implemented quality control measures to maintain high standards of service delivery.

• Oversaw operational strategies to enhance efficiency across multiple business units through the use of Traction business philosophies
• Directed cross-functional teams in implementing process improvements and best practices which resulted in a 50% improvement in schedule attainment
• Developed and monitored key performance indicators to drive accountability and results. Established and successfully executed corporate, plant and individual rocks to a 85% completion rate
• Established training programs to elevate staff competencies and operational effectiveness.
• Collaborated with executive leadership on long-term operational goals and objectives.
• Applied excellent problem-solving, process development, and strategic implementation skills to lead and support all areas of operations.
• Streamlined operations by identifying inefficiencies and implementing process improvements which drove line efficiencies which allowed sales to be able to sell 75% of and idle production line.
• Increased company profits through performance optimization strategies and efficiency improvements.
• Established performance goals for department and outlined processes for achievement through the Traction business philosophy.
• Enhanced team cohesion by organizing regular training sessions focused on communication skills and conflict resolution techniques which reduced first pass quality defects by 80%.
• Facilitated timely decision-making through accurate data analysis and insightful reporting on key operational metrics which led to capital improvement projects to reduce waste by 12%.

• Leadership responsibility for operations P&L, including growth capacity of over 200% YOY
• Developed 3PL network and satellite distribution centers to reduce LTL and transportation costs by $300K annually
• Built and launched a second manufacturing operation in 8 months during the post-pandemic materials shortage
• Increased manufacturing capacity on second build by 60%
• Expanded manufacturing partners by 30% with minimal service interruptions
• Launched Redzone WMS systems that increased manufacturing capabilities and streamlined distribution process
• Successfully doubled manufacturing capacity with 99.6% order fulfillment rate
• Developed all manufacturing metrics to include logistics, financial and Quality processes
• Led the team to achieve 96% SQF compliance 5 months after the new facility launch.

• Successfully built facility and launched 7 manufacturing lines in 5 months
• Developed and successfully executed $6M in capital projects on time and within budget
• Launched a Servant Leader/Partnership culture with initially achieved 0% turnover for 180 days
• Launched facility at 82% efficiency
• Hired a core staff that has never run this product to a 96% quality conformance standard and an 82%-line efficiency mark from date of launch
• Lead plant expansion to over 100 partners
• Received superior scores on Food Safety audits
• Established processes and procedures to successfully launch ground-up manufacturing facility.

• Leadership responsibility for 300 manufacturing associates
• P&L responsibility for plant manufacturing
• Developed visual manufacturing plan to reduce wasted time on the production floor
• Trained and led Kaizen event to reduce $200,000 in product transition waste
• Developed and executed a SMED event on a bottling line, reducing filler changeover time by 65%
• Developed Kanban process for 'On Time' materials delivery, eliminating material wait time from an average of two hours to zero.

• Leadership responsibility for 5 yogurt manufacturing facilities
• Built three manufacturing facilities, launching on time and within budget: 99.5% of 25+ capital projects, ranging from $500,000-127 million dollars
• Managed P&L for three manufacturing facilities and operating within 95% of financial commitment for three consecutive years
• Developed monthly performance metrics and financial reviews with leaders to inspire 'ownership/accountability', driving proper management of plant
• Realigned staffing across three facilities, reducing direct and variable labor YOY by $500K
• Launched four new products successfully in FY15, exceeding customer performance specifications in efficiency and quality
• Led Quality improvement teams (3) to reduce consumer complaints by 18% network wide
• Achievement of SQF level III certification in all 5 yogurt manufacturing locations
• Increased Overall Efficiencies (OE) by 30% through use of Lean Manufacturing tools to improve line performance, resulting in consolidation of four fillers to two in two different manufacturing locations
• Leveraged 'lean manufacturing' tools to increase Overall Efficiencies (OE) by 30%, improving line performance and enabling the consolidation of four fillers to two, positively impacting the P&L at two different manufacturing locations
• Reduced network operating costs by $1 million dollars in FY14 via fruit losses
• Reduced network operating costs by $6.1 million dollars through development and leadership of multiple process improvement teams including: Raw material waste, Maintenance budget planning, using 'flex spending' budgetary guidelines and packaging waste
• Trained, lead and implemented 5S/Visual factory principals in the facilities to improve plant efficiencies and reduced overall labor costs by 20%.