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Theodore Berchak

Executive Operations & Supply Chain Leader in global manufacturing and private equity turnarounds

Cleveland, OHVP Supply Chain and Operations, FCP division30 years experienceExecutiveManufacturingIndustrial AutomationSupply Chain & Logistics
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About

Operations leader experienced in scaling and professionalizing founder-led and early-stage/growth manufacturing organizations (Keyline USA, Novagard, Process Technology). Known for implementing structured operating systems (RACI, S&OP, balanced scorecard, lean daily management) and ERP-enabled visibility (SAP HANA), delivering quantified improvements in throughput, inventory, capacity, and EBITDA while driving cultural adoption through pragmatic change management.

Experience

VP Supply Chain and Operations, FCP divisionKestrel Vision
VP – General Manager | Division President for AmericasKeyline USA
Vice President of Operations | Multi-site Plant ManagerNOVAGARD
Director of Operations | Multi-site Plant ManagerProcess Technologies
Senior Category Manager, Indirect Procurement, CorporateEaton Corporation
Divisional Supply Chain Manager and Mfg Manager, General Products DivisionEaton Corporation
Purchasing ManagerPCC Corporation
Supply Chain and Operations ManagerThomas and Betts
Purchasing ManagerEsco Turbine Technology
Manager of Strategic SourcingCorporate United GPO
Category ManagerHi-Lite International, Inc.
Category Buyer & Transition LeaderKnorr Bremse
Logistics AnalystBearing Distributors, Inc.

Education

Cleveland State Universitymaster, Logistics (1997)
St. Bonaventure Universitybachelor, International Business and Political Science (1994)

Key Strengths

  • Built scalable operating model for early-stage US division (RACI, S&OP, balanced scorecard, lean daily management)
  • Delivered measurable performance gains at Keyline USA: +15% throughput, -18% inventory, +7% EBITDA margin in 12 months
  • Operational diagnostics and solution design using value stream mapping + A3/5-Whys across process/structure/systems/behavior
  • Led multi-plant operations redesign (3 plants) to remove planning/production bottlenecks
  • Manufacturing digitization and automation: reduced labor needs by ~80% per shift and increased capacity/throughput by 18%
  • Implemented ERP-enabled end-to-end supply chain visibility (SAP HANA upgrades) and improved data integrity via single source of truth
  • Effective change leader in founder-led/startup cultures (co-creating lightweight cadence, KPIs, and governance to drive adoption)

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Languages

English

Skills

Operations ManagementGeneral ManagementLeadershipMentorship and CoachingScale-UpSales GrowthTeam BuildingOperational TransformationTransformation StrategyP&L LeadershipMulti-site ManagementAutomationSafetySuccession PlanningFootprint Strategy