Open to senior operations leadership roles

I build operations that run clearer, faster, and at lower cost.

15+ years of operations and general management leadership. I improve how businesses run by combining team leadership, process improvement, automation, data, and practical systems. Lean Six Sigma Black Belt, currently leading a 26-person team and a company-wide systems transformation at an approximately 200-employee manufacturer.

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Los Angeles, CA US citizen · ITAR US person On-site, hybrid, or remote Open to relocation & travel
35%
Reduction in department operating expenses
30%
Reduction in project completion time
$150K+
Projected annual savings from the PIM system
Selected impact

Three examples of measurable operational impact.

Case 01 · Cost

Reduced department operating expenses ~35%

The problem

The department was spending too much on employee hours, delayed projects, outsourced production, and vendor pricing that had not been regularly compared against the market.

What I changed

Redesigned project workflows, reduced unnecessary labor hours, renegotiated supplier pricing, added a second vendor to create competition, and purchased equipment that allowed medium-volume work to be completed internally.

The result

Reduced department operating expenses by approximately 35% over one year, while improving turnaround and reducing dependence on a single supplier.

Case 02 · Execution

Reduced average project completion time ~30%

The problem

Product and project information was spread across departments, and work could slow down because the history, decisions, testing, ownership, and next steps were not always easy to follow.

What I changed

Built a structured workflow using Notion and Wrike. Notion became the long-term record for product and project development, from early ideas and testing through approvals, changes, or cancellation. Wrike was used to manage active tasks, ownership, deadlines, and follow-up.

The result

Reduced average project completion time by approximately 30%. Projects that previously took around three months were often completed in about two, while overdue work and delivery performance also improved.

Case 03 · Systems & automation

Leading a company-wide PIM and automation initiative

The problem

Pricing, ERP data, website information, and more than 5,000 technical specification sheets were maintained across separate systems and manual processes, creating duplicated work, slower updates, inconsistent information, and avoidable errors.

What I am leading

I am leading implementation of a roughly $200K PIM system that will automate a large amount of product-data entry, specification-sheet production, updating, checking, and publishing, connecting pricing, M3 ERP data, the website, and 5,000+ spec sheets across close to a million SKUs into one controlled source of truth.

Expected impact

Projected to cut production time by an estimated 35%, improve data accuracy, reduce rework, lower ongoing labor requirements, and generate projected annual savings of $150K to $200K.

Track record

Results, not job descriptions.

Director of Marketing & Engineering
Elite Lighting Corp · Commerce, CA
June 2025 to Present
~180-employee LED manufacturer · 26-person team · ~$400K budget
  • Joined Elite Lighting as Operations Manager in May 2024 and was promoted to Director of Marketing & Engineering in June 2025, after taking on broader cross-functional leadership and operational improvement responsibilities.
  • Report directly to the CEO of an approximately 180-employee LED manufacturer, leading a 26-person cross-functional team across engineering, graphic design, and marketing, with a departmental budget of approximately $400K.
  • Partner across departments on pricing, product information, technical documentation, systems, purchasing, and company-wide initiatives.
  • Lead operational improvement projects focused on reducing cost, improving project delivery, and building clearer ownership and reporting. (See selected impact above.)
  • Currently leading a company-wide PIM initiative connecting pricing, M3 ERP data, the website, and 5,000+ technical specification sheets across close to a million SKUs.
Business Manager
Printing Matters · Los Angeles, CA
2010 to December 2023
Commercial printing · led 5 employees · managed day to day for the owner · $500K+ revenue
  • Managed the business day to day on behalf of the owner, with responsibility across operations, production, sales, customer relationships, estimating, purchasing, vendor management, bookkeeping, staffing, scheduling, quality, delivery, and P&L oversight.
  • Led five employees and reported directly to the owner through regular business, operational, and financial reviews. During the final five years the owner was not involved in daily operations, and I was responsible for running the company.
  • Helped grow the business from a small operation with about $40K in equipment into a larger commercial printing company with about $300K in production equipment, a larger facility, and more than $500K in annual revenue, through long-term customer relationships, new accounts, expanded services, trade shows, advertising, and quarterly and annual reporting to read market and seasonal demand.
  • Planned materials, staffing, inventory, and production around seasonal cycles, including year-end business-plan work and school yearbook production.
  • Built a stable team through clear expectations, training, accountability, and resolving problems early; one employee stayed six years, with several others averaging about three. Kept the business running through the COVID period while maintaining customer service and production continuity.
  • Led the evaluation and purchase of a fully automated digital production press valued at more than $250K, combining work that previously took four separate steps and multiple machines. For example, 150 copies of a 40-page booklet went from about five to six hours to two hours or less, increasing capacity, reducing labor, and shortening turnaround.
  • Played a central role in the company's 2023 sale and transition as the primary operational contact between owner and buyer, preparing business and financial records, organizing inventory, leases, licenses, and vendor documentation, supporting due diligence, and working with the buyer's team for about three months to ensure continuity through the transition, completed in December 2023.
How I work

How I operate.

01

Lean & continuous improvement

I look for delays, duplicated work, unnecessary cost, and process gaps, then build practical systems that make the work faster, clearer, and more consistent.

02

Data, KPIs & reporting

I use dashboards, project data, cost information, and operational metrics to identify problems, track progress, and support better decisions.

03

P&L & cost management

I understand how operational decisions affect profitability. I control costs, negotiate better terms, improve productivity, and invest where there is a clear return.

04

Team leadership & cross-functional execution

I set clear priorities, delegate to people's strengths, remove obstacles, and coordinate across departments so projects do not stall.

05

Automation & systems improvement

I identify repetitive, manual, and error-prone work, then build practical systems and automation that reduce effort, improve accuracy, and give teams more time for higher-value work.

Skills

Where I go deep.

Operations & business management

Operations Management General Management P&L Management Budget Management Strategic Planning Vendor Management Procurement International Purchasing

Operational excellence

Lean Six Sigma Continuous Improvement Process Improvement Root Cause Analysis Waste Reduction Cost Reduction KPI Development Workflow Design TPM

Leadership & execution

Team Leadership Cross-Functional Leadership Project Management Change Management Delegation Performance Management Training & Development

Manufacturing & product operations

Manufacturing Operations Product Data Management Product Information Management Technical Documentation Supply Chain Coordination Production Planning

Automation & digital transformation

Workflow Automation Process Automation AI-Assisted Operations Low-Code Systems System Integration Data Automation Digital Transformation Manual Work Reduction

Additional business perspective

Marketing Operations Customer Relationships Estimating & Pricing Graphic Design Technical & Product Documentation UX & Visual Communication

Tools & software

Wrike Notion Microsoft Excel Adobe InDesign Adobe Illustrator Adobe Photoshop M3 ERP (working knowledge) Zapier ChatGPT Claude Power BI (currently completing)
About

My story.

I have spent my career looking at how a business works as a whole.

I started in commercial printing, where I learned early that every decision connects to another, pricing to production, production to delivery, delivery to the customer. For 14 years I managed nearly every part of that operation, and it taught me how a business really fits together.

That shaped how I lead today. I look at how work flows across a company and build practical systems that make it clearer, faster, and easier to manage. I do not add tools to look advanced; I build what actually helps the team do better work.

At Elite Lighting I have worked across operations, purchasing, engineering, marketing, design, and company-wide projects, which lets me connect departments that do not always speak the same language.

Automation is becoming a larger part of how I approach operations. I look for repetitive work, duplicated entry, manual handoffs, and systems that do not communicate with each other. My goal is not to automate for the sake of technology. It is to remove unnecessary work, improve accuracy, reduce cost, and make the operation easier to scale.

What I enjoy most is the work that sits between teams, the parts no single group owns. My style is direct, supportive, and practical: I set clear priorities, give people ownership, and stay close enough to remove obstacles. I am now looking for a senior operations or general management role where I can take broad responsibility, lead strong teams, and help a company perform at its best.

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Certifications

  • Six Sigma Lean Black Belt Professional (LBBP), Advanced
  • Certified Continuous Improvement Manager (CCIM)
  • TPM Concept Certified (TPMC), V2
  • High Performance Teams Certified (HPTC)

Management & Strategy Institute

Additional

  • Six Sigma Green Belt Certified (SSGBC), Advanced
  • Google UX Design Specialization
  • Preparing Data for Analysis with Microsoft Excel
  • Google Project Management Professional Certificate (currently completing)
  • Microsoft Power BI Data Analyst Professional Certificate (currently completing)

Details

  • Edu B.A. Graphic Design, Hadassah College, Jerusalem
  • Lang English, Hebrew
  • Auth US citizen, US person for ITAR
  • Base Los Angeles · on-site, hybrid, or remote · open to relocation & travel
What I'm looking for

The roles I'm looking for.

Senior operations, operational excellence, business operations, automation, and general management roles in a growing mid-sized, PE-backed, or established enterprise business with real operational complexity.

Target titles

Senior operations
Senior Operations Manager Senior Manager, Operations Senior Manager, Business Operations Senior Manager, Operational Excellence
Operations leadership
Director of Operations VP of Operations Head of Operations
General management
General Manager
Operational excellence
Director of Operational Excellence Head of Operational Excellence Director of Continuous Improvement
Business operations
Director of Business Operations

I am open to strong senior manager, director, head-of-function, VP, and general management opportunities with broad cross-functional responsibility, meaningful budget ownership, and the authority to improve systems, automate manual work, develop teams, control cost, and improve overall performance, ideally with P&L responsibility or a clear path to it.

For hiring teams

Let's build something that runs better.

If you are hiring for a strong senior operations, Director, VP, General Manager, Head of Operations, Operational Excellence, Business Operations, Automation, or Continuous Improvement role, I would welcome a conversation.

✉ Email Lior Connect on LinkedIn
OPS Playbook · my newsletter

Playbooks for operators who build, run, and grow.

Every two weeks I write about where operations, engineering, and marketing actually meet. Short, practical field notes on cutting cost, building systems, and running the day to day.

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Issue 07 · Jul 7, 2026

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The difference between a capability that works once and a system that works every time, with whoever is on shift.

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Right-size any commitment to the floor you can hold on your worst week, and the streak survives a busy season.

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Three controls, a cadence, and clear triggers so an improvement does not quietly fade back to how it was.

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On LinkedIn

Operations insights and current thinking.

I regularly share practical ideas on operational excellence, manufacturing, leadership, automation, systems, technology, and continuous improvement.

View my LinkedIn activity