OPERATIONS · SUPPLY CHAIN · TRANSFORMATION
I build operating systems that turn complexity into measurable performance.
I lead complex, multi-site operations by connecting people, process, supply chain, capital, and financial discipline. My approach is straightforward: establish the actual condition, identify the constraint, quantify the economics, build the system, and execute through accountable leaders.
Executive profile
Leadership grounded in clear choices.
I am a regional operations leader with experience across manufacturing and multi-site distribution. My work spans frontline execution, network capacity, labor planning, continuous improvement, and capital decisions. Before entering industry, I served as a U.S. Army officer. That progression shaped a leadership approach grounded in clear priorities, disciplined execution, and developing people.
Operating Philosophy
Lead deliberately. Keep a blue head. Find the friction. Leave the system better than you found it.
My leadership philosophy draws from lessons learned in military command, Lean and continuous improvement, Hagakure, high-performance teams, and years spent solving operating problems where execution matters.
Hagakure reinforces deliberate action: decide with clarity, commit, and execute. McLaren’s pursuit of performance in the smallest margins reinforces another principle I carry into operations: meaningful advantage rarely comes from one extraordinary idea. It is built through hundreds of disciplined improvements that compound over time.
In practice, that means safety before productivity, data before opinion, root cause before solution, and systems before heroics. I move toward the point of friction, establish the actual condition, quantify the business impact, and build a repeatable way forward.
Leadership has to scale beyond the leader. I expect accountability, but I also have an obligation to develop people, remain calm when others cannot, keep my word, and create systems that continue working when I am no longer in the room.
“If the system only works when I am present, it is not a system.”
The standard is continuous improvement: find the next 1%, make it better, standardize what works, and begin again. The objective is not personal recognition. It is to leave the people, the operation, and the organization stronger than I found them.
Operating scope
The work sits where strategy becomes execution across operating models.
Operating responsibility across a multi-site network spanning distribution, production, and B2B e-commerce fulfillment, including Berlin Packaging Online, the company’s digital commerce channel. The portfolio requires balancing service, capacity, labor, inventory, cost, and execution across distinct operating models and customer channels.
Multi-Site & Omnichannel Operations
Distribution centers, production operations, and Berlin Packaging Online e-commerce fulfillment across distinct operating models.
Leadership & Operating Performance
Leading 225 employees through site leaders, operating systems, performance management, and clear accountability to translate strategy into consistent execution.
Capital & Financial Discipline
Translating operating constraints into financially supported decisions across capacity, process improvement, capital investment, and cost optimization.
Selected Results
Selected results from distinct operating contexts and leadership tenures.
Supply Chain Economics
Developed and implemented a regional freight standard operating procedure associated with approximately $1.2 million in savings.
Operational Performance
Increased production output by 75% while reducing overtime by 78% through operating changes during my production leadership tenure.
Operating Model Transformation
Redesigned the operating schedule from five 8-hour shifts to four 10-hour shifts; subsequent Factbird performance data showed approximately 10–25% OEE improvement across production lines versus the prior 5×8 operating model.
Case-study previews
Selected work.
Selected examples of how I translate operating constraints into measurable improvements across capacity, capital, supply chain, quality, and execution.
Case study 01
The Blueprint — Warehouse Capacity Transformation
BUSINESS CHALLENGE
Facilities reported capacity pressure without a consistent engineering method for evaluating available space.
RESULTS
10,526 additional pallet positions; 21% increase in regional capacity; $1,768,368 in validated annual third-party logistics cost avoidance; four facilities standardized.
View role & approach ↓
Case study 02
Production Automation — Expanding Capacity Without Adding Headcount
BUSINESS CHALLENGE
Manual case-forming and gluing constrained production of high-demand products.
RESULTS
Pallet throughput increased from 1.44 to 6.50 pallets per hour (4.5×); cube output increased from 500 to 2,000 per eight-hour shift (4×); production headcount remained at 12. The project was authorized at $1.1M and delivered materially under that authorization.
View role & approach ↓
Case study 03
Packaging Qualification Recovery — Protecting a Critical Revenue Stream
BUSINESS CHALLENGE
A packaging configuration was failing required performance testing as its qualification approached expiration.
RESULTS
Recovered qualification and protected approximately $2.8M in annual top-line revenue at risk.
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Case study 04
International Inbound Logistics & Margin Protection
BUSINESS CHALLENGE
A documented $82,505 event in preventable container-related charges exposed gaps between international arrivals, warehouse capacity, dock scheduling, and receiving priorities.
RESULTS
Since implementation in September 2025, no additional charge-producing exceptions have been identified through the operating process.
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Case study 06
Regional Fleet & Capital Allocation
BUSINESS CHALLENGE
Columbus needed greater forklift lift-height capability to evaluate higher-density storage, while Pittsburgh continued to pay for two rental forklifts.
RESULTS
The approved decision models approximately $6,000 in annual steady-state cash savings and a $14,207 five-year net cash benefit, subject to successful redeployment and verification.
View role & approach ↓
Career progression
Built through command. Expanded through operating responsibility.
U.S. Army Officer | Captain & Company Commander
Nine years of military leadership culminating in command of an airborne artillery battery of 65 paratroopers, with responsibility for people, equipment, readiness, logistics, and execution in high-consequence environments. Combat deployment and joint experience reinforced disciplined planning, clear communication, accountability, adaptability, and calm execution under pressure.
The environment changed. The leadership standard did not.
2024–2025
Production Manager | Berlin Packaging
Led production operations through capacity constraints, automation, labor-model redesign, process improvement, and capital execution, establishing the foundation for broader operating responsibility.
2025.
Senior Manager, Warehouse Operations | Berlin Packaging
Expanded from site leadership into multi-site distribution responsibility, standardizing operating practices and leading increasingly complex warehouse organizations.
2026–Present
Regional Senior Manager, Distribution and Warehouse Operations | Berlin Packaging
Operating responsibility across two regions and a multi-site network spanning distribution, production, and Berlin Packaging Online e-commerce fulfillment, with accountability for people, service, capacity, inventory, cost, capital, and operating performance.
Where the standard was set.
Before my career in manufacturing and distribution, I spent nine years as a U.S. Army Field Artillery officer. I served with the 101st Airborne Division and the 173rd Airborne Brigade, deployed to Iraq during Operation Inherent Resolve, and commanded an airborne artillery battery of 65 paratroopers. I graduated from Ranger School, became a Senior Rated Jumpmaster, and served in fire support and JTAC roles, including support to 7th Special Forces Group.
During my combat deployment, I coordinated fire support alongside U.S. and coalition special operations partners, including Australia’s 2nd Commando Regiment and SEAL Team 5. Working across national forces taught me to build trust quickly, communicate clearly, and align teams under pressure.
Today I apply that standard across multi-site distribution and manufacturing. My focus is on building stronger operating systems, developing leaders, and taking on broader enterprise responsibility.
Education & credentials
Executive credentials.
GRADUATE EDUCATION
MBA, UNC Kenan-Flagler Business School
Master’s degree in Management and Leadership, Webster University
Bachelor’s degree, Norwich University
LEAN, CONTINUOUS IMPROVEMENT & TRANSFORMATION
Lean Six Sigma Master Black Belt; Lean Manager; Black Belt Level II specializations in Business Performance & Continuous Improvement, Supply Chain & Logistics, and Manufacturing Operations; Process Mapping & Value Stream Mapping Specialist; ISO 9001 Quality Management Specialist; Change Practitioner.
Applied through operating-system redesign, capacity engineering, process standardization, supply-chain improvement, and the Blueprint warehouse transformation methodology.
PROJECT & AGILE LEADERSHIP
Scrum Master and Scrum Product Owner credentials
PMP® certification in progress.
MILITARY LEADERSHIP & ADVANCED TRAINING
U.S. Army Officer; Ranger School; Senior Rated Jumpmaster; fire support and JTAC roles.
FORGED BY THE PAST.
THE WAY IS IN TRAINING.
TRUTH · ACCOUNTABILITY · LOYALTY · EXECUTION
Contact
I’m open to conversations about multi-site and omnichannel operations, distribution, manufacturing, and broader enterprise leadership. Based in Pittsburgh, Pennsylvania.
VC · Vincent Christiano
Operations Leadership