Chief Operating Officer Resume Examples

Henrietta Marsh

(720) 555-0184 ◇ Boulder, CO

henrietta.marsh@example.com ◇ linkedin.com/in/henrietta-marsh ◇ henriettamarsh.com

Objective

Chief operating officer with 19 years in operations leadership, currently running operations for a $480M consumer products company with 2,100 employees across 4 plants, 3 distribution centers, and a customer service organisation. Raised operating margin from 9% to 14% in 4 years, cut working capital $38M, and delivered 99.2% on-time in-full to retail customers through a supply chain redesign. Runs the company operating system so that the chief executive, the board, and the front line all work from the same plan and the same numbers.

Education

M.B.A., Flatirons Crown School of Business 2009 – 2011

Concentration in Operations and Strategy; coursework in Supply Chain Strategy, Corporate Finance, and Organisational Leadership.

B.S. in Industrial Engineering, Flatirons Crown University 2003 – 2007

Lean Six Sigma Master Black Belt since 2014; completed a board governance programme in 2022 and serves as an independent director of 1 private company.

Skills

Operations Leadership

Multi-site manufacturing and distribution leadership, operating model and cadence design, annual operating plan ownership, capital allocation, margin and working capital management, customer service operations

Transformation

Supply chain redesign, lean and continuous improvement systems, network optimisation, systems implementation, integration of acquisitions, cost programmes with finance verification

Executive Practice

Executive team leadership, board reporting, succession planning, culture and engagement, labour relations, enterprise risk and business continuity, customer and supplier executive relationships

Tools & Platforms

SAP S/4HANA, Kinaxis, Power BI, Anaplan, Workday, Microsoft 365, Smartsheet, Salesforce

Experience

Chief Operating Officer 01/2022 – Present

Flatirons Crown Consumer Products Boulder, CO

Run operations for a $480M consumer products company with 2,100 employees across 4 plants, 3 distribution centers, and customer service, reporting to the chief executive and presenting to the board quarterly.
Raised operating margin from 9% to 14% in 4 years through a cost programme of 120 initiatives verified by finance at $31M a year.
Cut working capital $38M through inventory redesign and payment term changes, and delivered 99.2% on-time in-full to retail customers from 94.1%.

Senior Vice President, Supply Chain and Manufacturing 03/2017 – 12/2021

Front Range Line Foods Boulder, CO

Led 5 plants and 2 distribution centers with 1,400 employees for a $310M food company.
Consolidated 5 plants to 4 and 3 distribution centers to 2 with 0 customer service disruption, saving $14M a year.
Integrated 2 acquisitions of $60M and $40M in revenue into the operating network within 12 months each, delivering synergies 20% above plan.

Vice President, Operations and Plant Manager 06/2011 – 02/2017

Front Range Line Foods Boulder, CO

Ran the largest plant of 600 employees and $140M in output, then 3 plants as vice president of operations from 2014.
Raised overall equipment effectiveness across 3 plants from 62% to 81% and cut the recordable injury rate 70%.
Led an enterprise resource planning implementation across 3 plants on schedule with 0 shipping disruptions at go-live.

Projects

Operating Margin Programme. Built a 4-year margin programme across manufacturing, logistics, procurement, and customer service with 120 initiatives, an owner and a finance-verified target for each, and a monthly executive review, which raised operating margin from 9% to 14% and is tracked on a single dashboard used by the board.

Supply Chain Redesign. Redesigned the network around a demand-driven planning model, moved 40% of volume to a regional distribution structure, and set inventory policies by product segment, which cut working capital $38M, raised on-time in-full to 99.2%, and cut freight cost per case 12%.

Company Operating System. Designed the operating cadence from a 3-year strategy through annual plan, quarterly business reviews, monthly operating reviews, and daily site management, with 30 enterprise metrics defined once, which ended conflicting numbers between functions and cut executive meeting time 25%.

Extra-Curricular Activities

Independent director on the board of a private packaging company with $120M in revenue since 2022.
Speak at operations and supply chain leadership conferences about 3 times a year.
Mentor 4 women in operations leadership a year through an industry programme.

Leadership

Lead an operations organisation of 2,100 through 6 vice presidents and directors, and serve on an executive team of 7.
Developed 8 direct reports into vice president roles across 12 years, including 2 who became chief operating officers elsewhere.
Own a $390M annual operating budget and $45M in annual capital, presented to the board each quarter.

Ezra Castleton

(202) 555-0166 ◇ Washington, DC

ezra.castleton@example.com ◇ linkedin.com/in/ezra-castleton ◇ ezracastleton.com

Objective

Chief of operations with 17 years in nonprofit and public sector management, currently running operations for a national nonprofit with a $95M budget, 620 staff, and 30 field offices. Cut overhead from 21% to 14% of expenses while service delivery grew 40%, moved 30 offices to a shared services model that cut administrative cost $6M a year, and passed 5 consecutive audits with 0 material findings. Runs the organisation behind the mission so that programme leaders can spend their time on the programme.

Education

M.P.A., Potomac Line University 2010 – 2012

Concentration in Nonprofit Management; coursework in Public Financial Management, Organisational Design, and Programme Evaluation.

B.A. in Public Policy, Potomac Line University 2005 – 2009

Certified Nonprofit Professional since 2015; completed an executive leadership programme for nonprofit executives in 2021.

Skills

Operations Leadership

Finance, human resources, technology, facilities, and compliance leadership, multi-site operations, shared services design, budget and forecast ownership, enterprise risk

Nonprofit and Public Sector

Government grant and contract compliance, audit readiness, board governance support, programme and operations alignment, cost allocation, outcomes measurement infrastructure

Transformation and People

Organisational redesign, systems implementation, change management across distributed teams, executive team leadership, talent development, labour relations

Tools & Platforms

Sage Intacct, Workday, Salesforce Nonprofit Cloud, Adaptive Planning, Microsoft 365, Asana, Power BI, DocuSign

Experience

Chief of Operations 02/2021 – Present

Potomac Crown Community Alliance Washington, DC

Run operations for a national nonprofit with a $95M budget, 620 staff, and 30 field offices, leading finance, human resources, technology, facilities, and compliance through 5 directors.
Cut overhead from 21% to 14% of expenses in 4 years while service delivery grew 40%, through a shared services model that cut administrative cost $6M a year.
Passed 5 consecutive financial and federal single audits with 0 material findings and 0 questioned costs across $60M in government funding.

Vice President, Operations and Finance 06/2016 – 01/2021

Anacostia Line Youth Network Washington, DC

Led finance, human resources, and technology for a $38M youth services nonprofit with 300 staff across 12 sites.
Rebuilt the finance function after a failed audit, delivering a clean audit within 14 months and every audit since.
Implemented an enterprise resource planning and human resources system across 12 sites, cutting month-end close from 25 days to 8.

Director of Operations 08/2012 – 05/2016

Anacostia Line Youth Network Washington, DC

Managed facilities, technology, and administration for 8 sites serving 6,000 young people a year.
Renegotiated 8 leases and 20 vendor contracts, saving $900,000 a year against a $22M budget.
Built the first organisation-wide outcomes data system, adopted across all 8 sites within a year.

Projects

Shared Services Model. Consolidated finance, human resources, procurement, and technology support from 30 field offices into 3 regional shared service centers with defined service levels, a 18-month transition plan, and 0 involuntary layoffs through redeployment, which cut administrative cost $6M a year and raised staff satisfaction with support services from 58% to 84%.

Audit Recovery. Rebuilt a finance function at a previous organisation after a failed audit with 11 material findings, hiring a controller, implementing a new system, rewriting 40 policies, and running a monthly close discipline, which produced a clean audit within 14 months and every audit since.

Operations and Programme Alignment. Designed an annual planning process where programme growth targets drive staffing, facilities, and technology plans through a single model, reviewed quarterly by the executive team and the board, which supported 40% service growth without an overhead increase.

Extra-Curricular Activities

Serve on the board of a nonprofit management support organisation serving about 400 nonprofits.
Speak at nonprofit leadership conferences about 3 times a year on shared services and operations.
Mentor 3 emerging nonprofit executives a year through a national fellowship programme.

Leadership

Lead an operations organisation of 140 through 5 directors, and serve on an executive team of 6 with the chief executive.
Staff the board finance and audit committees and present operations and financial results to the full board quarterly.
Developed 6 managers into director roles across 10 years and 2 organisations.

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