Western GraphicsPresident/COO
Mar. 2014 - Sep. 2015St. Paul, MNIn this memorable leadership role, I shifted the culture to focus specifically on client needs, which directly affected our margins and bottom line. By refreshing the company’s leadership and modernizing our approach, we created a collaborative environment in which each team recognized the value of and relied completely on the others. In order for this model to work, however, we needed to define department boundaries, set up new job functions, and hold ourselves accountable to deadlines and costs. As a result of our concentrated efforts, we measured up to 8% growth when the printing industry generally was contracting up to 20% post-recession. As a leader of team performance, I reinforced this culture with implementation of a number of new strategies in the following disciplines
* Adherence to schedule
* Lean manufacturing
* Account management
* Process improvements
* Cost containment One major way we made this shift in values and approach more effective was to design and institute a friendly process improvement competition among the departments. By encouraging each group to invent and implement new was to maximize productivity and decrease costs, I gave each employee a strong sense of ownership of business processes, from, manufacturing to customer care and retention to our standing in the marketplace.