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Bradley J. Stenner “Jake” 804-378-5408
Midlothian, VA jakestenner@verizon.net
https://www.linkedin.com/in/bradley-jake-stenner-a51943b
SUMMARY
Motivated, results-driven professional with extensive experience in process improvement, logistics, and
operations. Proven success in the military, manufacturing, engineering, health care, and financial services
industries through adaptable skill sets and very quick learning cycles. Demonstrated leadership as a team
builder, instructor, and mentor for multiple organizations.
• Six Sigma methodology • Product and Vendor management
• Agile methodology
• Lean Manufacturing methodology
• Process management
• Logistics
PROFESSIONAL EXPERIENCE
CAPTIAL ONE, Richmond, VA 2011 – 2016
Product Manager Digital Messaging Products 2015 – 2016
Managed teams that created and provided the daily delivery process for SMS, email, and push notifications to
customers for millions of messages daily with greater than 99% delivery rate success.
• Led the organizations effort to create and document the new message delivery architecture and critical
business process within Digital Messaging for the enterprise.
• Managed the system identification and integration testing of IT enhancements across half a dozen platforms to
increase customer contact availability where previous attempts had failed.
Senior Manager Purchase to Pay 2012 – 2015
Managed the company’s Purchasing, Accounts Payable, Sales & Use Tax, Vendor Maintenance processes, and
departmental projects; accountable for $5B in annual payments to vendors.
• Volunteered to serve as Scrum Master, while continuing to be the Product Owner, for an Agile Pod in order to
successfully continue utilizing the methodology for IT delivery.
• Led the effort to evaluate a new AP system, which included the evaluation of off-the-shelf technology,
internal development, and subsequent RFP for analysis and selection to simplify the payment process.
• Through process improvements and organizational structure changes the team was able to avoid backfilling 4
roles and crated cost savings while maintaining greater than 97% payment to terms.
Senior Manager Process Management 2011 – 2012
Influenced and delivered on the adoption and use of process improvement methodologies to solve business
problems
• Selected by senior leadership to investigate a highly unprofitable business segment and identified process
inconsistencies that when addressed returned the business to profitability within 6 months.
• Mentored senior leaders to create and foster a process improvement culture in the Regulatory Reporting, Card
Accounting, Procure-to-Pay, Credit Accounting, and Bank Accounting workstreams.
• Partner on the delivery of assessments that result in cycle time reduction, cost saving, and/or increased
efficiency; examples within Controller’s are a 2-day reduction in delivery of OCC reports, cost avoidance for
new software system, and elimination of redundant activity by consolidating wires without negative impact to
vendor relationships.
MCKESSON MEDICAL-SURGICAL, Richmond, VA 2005 – 2011
Regulatory Affairs Director 2009 – 2011
Drove sound regulatory compliance to support efficient operations and expedient distribution for a Fortune 15
company.
• Led a team of specialists to interpret and implement new state and federal regulations into operational
processes for a national network of 17 distribution centers for pharmaceuticals and medical supplies.
Page 1 of 3
• Partnered with all business units to ensure risks are mitigated and business continuity for customer fulfillment.
• Advise senior leaders, sales force and M&A on operational risk mitigation strategies for business operations.
• Interfaced with federal agencies, state boards, accreditation organizations and trade groups to shape legislation
and respond to inquiries to ensure efficient and continuous distribution of medical products, devices, and
drugs.
Blackbelt/Six Sigma Program Manager 2007 – 2009
Managed the application of process excellence principles and strategies that yielded cost efficiency and leaner
operations in addition to training and mentoring 15 Greenblets in their projects and career development.
• Led a team of Blackbelts in applying Six Sigma and Lean methodologies to reengineer processes that resulted
in $700K in savings/year.
• Drove $1MM in cost savings for a business unit by analyzing transportation patterns and developing a
container direct distribution process from the Asia Pacific region to a network of US centers.
• Managed the development funnel for Six Sigma team projects and IT issues relating to operations; including
ROI analysis.
Operations Project Manager 2005 – 2007
Evaluated and developed operational processes and tools for the national distribution network.
Integral member of team that standardized operational policies and procedures to prepare for inspections and
accreditations.
• Created and executed the move plans for the transition of a business segment from 8 distribution centers
during the divestiture of another business segment without interruption to over 11,000 customers.
• Provided in-depth analysis for the design and stocking of 4 distribution center expansions and builds.
BAUSCH & LOMB, Lynchburg, VA 2003 – 2005
Global Distribution Supervisor 2003 – 2005
Sole manager for distribution operations of cataract and refractive surgery products throughout the world.
• Operated a $13 million inventory with > 99.8% accuracy and light manufacturing of medical devices ensuring
product availability, order fulfillment, and reduced inventory costs.
• Coordinated with manufacturing, purchasing, suppliers, affiliates and commercial groups for product
availability and order fulfillment to and from international and domestic locations on time and accurately.
• Key participant in the consolidation of a major distribution center with spending favorable to plan (12%
capital expense and 18% project expense) and two weeks ahead of schedule while achieving “Manufacturing
Facility” status.
• Served as site lead for new warehouse management system implementation and integration with Peoplesoft.
ADDITIONAL RELEVENT EXPERIENCE
• Operations Supervisor, GE Gas Turbines – Led employees in a deficit reduction of 5,000 parts while
increasing productivity from a low of –14% to +3.5% in the highly technical field of coatings. Met all
production goals to four customers, with increased demands from them of 23%, 9%, 46%, and 131% over
previous year, while undergoing $6.4 million worth of capital improvements and decreasing defects.
• Consultant, SAIC – Led the development and delivery of materials for strategic training at the National War
College.
• Logistics Officer, United States Marine Corps – Member of elite instructional staff that provided leadership
and professional development for newly commissioned Marine Corps officers (top 5% of peer group).
Procured, evaluated, and authored needs statement for replacement material and equipment, which was
subsequently adopted by the Marine Corps.
EDUCATION/TRAINING
Bachelor of Arts, History, Virginia Military Institute, Lexington, VA
Six Sigma Blackbelt, Capital One, Richmond, VA
Bradley J. Stenner “Jake” Page 2 of 3
Lean Manufacturing, Bausch & Lomb, Lynchburg, VA
Six Sigma Greenbelt, General Electric, Greenville, SC
Logistics Officer Course, United States Marine Corps, EWTGLANT, Little Creek, VA
[Type text] [Type text] [Type text][Type text]
[Type text] [Type text]Page 3 of 3

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Jake Stenner Resume

  • 1. Bradley J. Stenner “Jake” 804-378-5408 Midlothian, VA jakestenner@verizon.net https://www.linkedin.com/in/bradley-jake-stenner-a51943b SUMMARY Motivated, results-driven professional with extensive experience in process improvement, logistics, and operations. Proven success in the military, manufacturing, engineering, health care, and financial services industries through adaptable skill sets and very quick learning cycles. Demonstrated leadership as a team builder, instructor, and mentor for multiple organizations. • Six Sigma methodology • Product and Vendor management • Agile methodology • Lean Manufacturing methodology • Process management • Logistics PROFESSIONAL EXPERIENCE CAPTIAL ONE, Richmond, VA 2011 – 2016 Product Manager Digital Messaging Products 2015 – 2016 Managed teams that created and provided the daily delivery process for SMS, email, and push notifications to customers for millions of messages daily with greater than 99% delivery rate success. • Led the organizations effort to create and document the new message delivery architecture and critical business process within Digital Messaging for the enterprise. • Managed the system identification and integration testing of IT enhancements across half a dozen platforms to increase customer contact availability where previous attempts had failed. Senior Manager Purchase to Pay 2012 – 2015 Managed the company’s Purchasing, Accounts Payable, Sales & Use Tax, Vendor Maintenance processes, and departmental projects; accountable for $5B in annual payments to vendors. • Volunteered to serve as Scrum Master, while continuing to be the Product Owner, for an Agile Pod in order to successfully continue utilizing the methodology for IT delivery. • Led the effort to evaluate a new AP system, which included the evaluation of off-the-shelf technology, internal development, and subsequent RFP for analysis and selection to simplify the payment process. • Through process improvements and organizational structure changes the team was able to avoid backfilling 4 roles and crated cost savings while maintaining greater than 97% payment to terms. Senior Manager Process Management 2011 – 2012 Influenced and delivered on the adoption and use of process improvement methodologies to solve business problems • Selected by senior leadership to investigate a highly unprofitable business segment and identified process inconsistencies that when addressed returned the business to profitability within 6 months. • Mentored senior leaders to create and foster a process improvement culture in the Regulatory Reporting, Card Accounting, Procure-to-Pay, Credit Accounting, and Bank Accounting workstreams. • Partner on the delivery of assessments that result in cycle time reduction, cost saving, and/or increased efficiency; examples within Controller’s are a 2-day reduction in delivery of OCC reports, cost avoidance for new software system, and elimination of redundant activity by consolidating wires without negative impact to vendor relationships. MCKESSON MEDICAL-SURGICAL, Richmond, VA 2005 – 2011 Regulatory Affairs Director 2009 – 2011 Drove sound regulatory compliance to support efficient operations and expedient distribution for a Fortune 15 company. • Led a team of specialists to interpret and implement new state and federal regulations into operational processes for a national network of 17 distribution centers for pharmaceuticals and medical supplies. Page 1 of 3
  • 2. • Partnered with all business units to ensure risks are mitigated and business continuity for customer fulfillment. • Advise senior leaders, sales force and M&A on operational risk mitigation strategies for business operations. • Interfaced with federal agencies, state boards, accreditation organizations and trade groups to shape legislation and respond to inquiries to ensure efficient and continuous distribution of medical products, devices, and drugs. Blackbelt/Six Sigma Program Manager 2007 – 2009 Managed the application of process excellence principles and strategies that yielded cost efficiency and leaner operations in addition to training and mentoring 15 Greenblets in their projects and career development. • Led a team of Blackbelts in applying Six Sigma and Lean methodologies to reengineer processes that resulted in $700K in savings/year. • Drove $1MM in cost savings for a business unit by analyzing transportation patterns and developing a container direct distribution process from the Asia Pacific region to a network of US centers. • Managed the development funnel for Six Sigma team projects and IT issues relating to operations; including ROI analysis. Operations Project Manager 2005 – 2007 Evaluated and developed operational processes and tools for the national distribution network. Integral member of team that standardized operational policies and procedures to prepare for inspections and accreditations. • Created and executed the move plans for the transition of a business segment from 8 distribution centers during the divestiture of another business segment without interruption to over 11,000 customers. • Provided in-depth analysis for the design and stocking of 4 distribution center expansions and builds. BAUSCH & LOMB, Lynchburg, VA 2003 – 2005 Global Distribution Supervisor 2003 – 2005 Sole manager for distribution operations of cataract and refractive surgery products throughout the world. • Operated a $13 million inventory with > 99.8% accuracy and light manufacturing of medical devices ensuring product availability, order fulfillment, and reduced inventory costs. • Coordinated with manufacturing, purchasing, suppliers, affiliates and commercial groups for product availability and order fulfillment to and from international and domestic locations on time and accurately. • Key participant in the consolidation of a major distribution center with spending favorable to plan (12% capital expense and 18% project expense) and two weeks ahead of schedule while achieving “Manufacturing Facility” status. • Served as site lead for new warehouse management system implementation and integration with Peoplesoft. ADDITIONAL RELEVENT EXPERIENCE • Operations Supervisor, GE Gas Turbines – Led employees in a deficit reduction of 5,000 parts while increasing productivity from a low of –14% to +3.5% in the highly technical field of coatings. Met all production goals to four customers, with increased demands from them of 23%, 9%, 46%, and 131% over previous year, while undergoing $6.4 million worth of capital improvements and decreasing defects. • Consultant, SAIC – Led the development and delivery of materials for strategic training at the National War College. • Logistics Officer, United States Marine Corps – Member of elite instructional staff that provided leadership and professional development for newly commissioned Marine Corps officers (top 5% of peer group). Procured, evaluated, and authored needs statement for replacement material and equipment, which was subsequently adopted by the Marine Corps. EDUCATION/TRAINING Bachelor of Arts, History, Virginia Military Institute, Lexington, VA Six Sigma Blackbelt, Capital One, Richmond, VA Bradley J. Stenner “Jake” Page 2 of 3
  • 3. Lean Manufacturing, Bausch & Lomb, Lynchburg, VA Six Sigma Greenbelt, General Electric, Greenville, SC Logistics Officer Course, United States Marine Corps, EWTGLANT, Little Creek, VA [Type text] [Type text] [Type text][Type text] [Type text] [Type text]Page 3 of 3