Ian Dobbins
Finance, Supply Chain, and Operations Executive with Strong Manufacturing Experience
Name
Ian Dobbins
Target Positions
VP of Finance
VP of Supply Chain
VP of Distribution
VP of Procurement
Years of Experience
25+
In today’s fast-moving global marketplace, executive leadership is more critical than ever. The role demands analytical precision, pragmatic decision-making, and strategic agility—balancing efficiency with adaptability to navigate disruption and drive growth. A successful end-to-end leader must not only oversee finance, procurement, planning, logistics, and operations but also unify cross-functional teams, integrate advanced technology, and deliver measurable results across the enterprise.
With over two decades of experience in financial administration, supply chain optimization, strategic planning, manufacturing operations, procurement, and distribution, I serve as a trusted partner to streamline complexity and enhance performance.
I bring deep expertise in planning, continuous improvement, process optimization, strategy, and systems (including NetSuite, JD Edwards, SAP ERP, Kinaxis Demand, and Oracle Transportation Management). My knowledge extends to corporate performance management, data-driven analytics, and operational transformation. Backed by a results-driven mindset and an unwavering commitment to excellence, I empower organizations to simplify complexity, unlock efficiencies, and gain a competitive edge.
Let's Talk About Your Supply Chain Needs
Strategic Management
Initiated and implemented numerous projects to improve efficiency and effectiveness
Mentorship & Employee Growth
Helped multiple employees realize their potential and take on challenging new roles
Merger, Integration, and Alignment
Took advantage of latent capabilities by merging functions across sites and departments.
Operational Planning and Policy Making
Set vision, defined objectives based on desired outcomes, communicated message, and tracked results
Budgeting & Forecasting
Led several full budget cycles, from sales and resource planning through presentation of final comphrehensive budget. Also pro forma and long-term projections
Shared Services
Legal, HR, IT, treasury, Bonus and incentive, procurement, and receivables
Financial Modeling & Analysis
Have built detailed financial models for over $300M in proposed projects, accurately forecasting the long-term quantitative value
Manufacturing Finance
Planned data collection; Spearheaded scheduling, MRP and MDP, BOMs, routers, and absorption calculations
Process
KIK Consumer Products (Bio-Lab)
A PE-held, $1.2B multi-national chemical and CPG manufacturer with a diverse portfolio of product lines
- Coordinated resources after the Sept 2024 fire at our Conyers, GA plant. Returned 90% of production capacity before season the following year. Replanned inventory to keep stockouts at the lowest level in the company’s history.
- Designed monthly close process and established KPIs. Oversaw budgeting, forecasting, variance analysis, and reporting.
- Introduced segregation of duties, approval workflows, SOPs, cross-training, and succession planning.
- Oversaw all demand planning, procurement, supply planning, and execution for US/Canada operations; 4 plants, 7 co-manufacturers, 50 production lines, 200 vendors, 110M lbs annual output
- Led major supply chain transformation initiatives: Spearheaded the overhaul of legacy systems, including MRP and MPS systems, transportation management system, demand planning, and connections with external partners.
- Key member of leadership team; overseeing a team of planners, analysts, A/P, finance, reporting, systems, and projects.
- Initiated and drove the implementation of a structured monthly SIOP/S&OP process across departments.
- Slashed PPV across multiple divisions, stabilized expense trends, and brought visibility to accruals. Identified variance drivers and systematically undertook projects to make corrections.
- Overhauled the procure-to-pay process for $100M of annual group spend. Transformed the A/P process from a transactional group into a true audit function. Introduced controls, standardized and automated processing, and increased the velocity of transactions. Converted vendors to EDI/API transactions and ACH payments.
- Established favorable relationships with strategic vendors with regular value-add communication and standardized account reconciliations.
- Implemented consensus forecasting platform for demand planning, including deep scrub of historic transactions.
- Promoted a culture of innovation: Encouraged experimentation and calculated risk-taking through competency frameworks and team coaching.
- Identified and mitigated risks: flagged gaps in documentation and process flows; ensured compliance and operational integrity.
- Identified areas of opportunity and then led cost savings initiatives achieving $10M+ improvement. Completed over 50 cost-savings and margin-expansion initiatives, from small process adjustments to major process overhauls. Active member of the System Advisory Board (SAB).
- International: Launched rollout of OTM to the Bayrol Europe subsidiary; shared best practices and training.
- Revived previously-failed Kinaxis demand planning implementation; brought full system online and delivering value in 3 months.
- Pioneered first-to-market API spot-bid rate optimization tool for transportation planning.
- Led system integrations and data improvements spanning different ERP systems/modules, business support systems, and BI tools.
- Multiple software, capital equipment, leasehold, 3PL, and real-estate strategy projects.
- Functional lead for divestiture cleanup of Voyant division (2021). Steering Committee member and workstream leader for sale of Prestone division (2024). Supply chain leader for closure of Conyers manufacturing site (2025).
- Onboarded acquisitions that had previously operated outside of the core enterprise.
- 3PL sites: system integration, inventory and receiving/shipping planning, hazmat governance.
- Promoted professional development. Rebuilt and upskilled the staff with targeted development plans, education initiatives, cross-training, and stretch goals.
- Interviewed and hired key talent, exited under-performing personnel, re-defined roles, and promoted high-performers.
- Transformed team from being simply reactionary to being strategically-minded.
- Removed organizational silos. Cross-trained staff both horizontally and vertically. Drove the team to find solutions that grew total EBITDA.
- Used recognition and advocacy to incentivize employees to reach their full potential.
Sr. Director of Supply Chain with Finance Responsibilites
Dec 2021 - Sep 2025, Lawrenceville, GA
Vice President of Shared Services
May 2016 - Dec 2021, Atlanta, GA
Attisa Consulting
Retained by a top PE firm in the mid-market growth sector for post-acquisition turnaround.
- Implemented MRP/MPS systems for materials, production, and labor planning. Reduced inventory, prevented over-buys, and eliminated stock-outs.
- Built a distribution network plan in ERP system, enabling automated stock transfers across sites.
- Optimized ordering strategies (MOQs, lead times, safety stock, horizons) to balance vendor and internal needs.
- Managed full product life cycles, including startup launches and end-of-life run-outs.
- Ensured dual sourcing of critical components to reduce supply risk.
- Spearheaded multi-site WMS implementation with handheld scanners, printers, traceability, connected scales, and redesigned workflows.
- Designed zone-based picking/put-away strategies and introduced a 1-click pick-pack-ship process, boosting throughput and accuracy.
- Launched cycle counting programs, freeing multiple production days annually and improving inventory accuracy; eliminated need for full physical inventory shutdowns.
- Transitioned product IDs from barcodes to QR codes, enabling more data capture per scan.
- Directed automated label printing projects and standardized UOM definitions.
- Collected dimensions, weights, and images for 11,000+ SKUs, integrated into WMS for error prevention.
- Installed real-time dashboards across warehouse/production for KPI visibility.
- Automated document scanning and storage (BOLs, receiving docs).
- Oversaw capital equipment acquisition and installation.
- Negotiated better freight and parcel carrier rates.
- Partnered with vendors to redesign packaging, reducing SKUs from 400+ to just 50 while cutting costs.
- Designed dock scheduling system in ERP, eliminating detention charges and smoothing workflows.
- Worked with engineers to optimize load cubing for shipping efficiency.
- Implemented Vendor-Managed Inventory (VMI) programs, including Georgia Pacific JIT (10 truckloads/day).
- Automated freight billing analysis, slashing adjustment costs.
- Converted company from cash to accrual accounting, expense to absorption, and average to standard costing.
- Created company’s first budget and tracking tools; led forecasting and financial planning.
- Closed two years in QuickBooks and completed the company’s first external audit.
- Filed for and secured R&D tax credit.
- Filed and managed PPP loan + forgiveness ($1.2M).
- Reconciled inventory, fixed assets, A/P, A/R ledgers; eliminated manual entries.
- Consolidated A/P and merged bank relationships across locations.
- Managed bank relationships (line of credit, compliance, treasury).
- Developed process costing models for improved product margin visibility.
- Ensured SALT compliance.
- Acted as fiduciary on 401k plan.
- Converted to a new CPA firm.
- Prepared company for private equity investment.
- Led product recalls, ensuring rapid identification and isolation of affected items.
- Played a key role in achieving and maintaining ISO certifications, passing multiple audits.
- Introduced lot and serial number traceability capabilities.
- Created CRM-based quality issue capture system for better visibility.
- Designed and monitored performance reporting systems.
- Strengthened cross-departmental collaboration (quality, production, sales).
- Standardized and modernized IT infrastructure (VPN, servers, wireless, PCs, email, phones, screen sharing).
- Transitioned company to national IT support model.
- Introduced EDI for vendor/customer integration.
- Created a data warehouse for centralized reporting/analytics.
- Outsourced IT services to optimize staffing costs.
- Defined and implemented tiered job descriptions.
- Headed internship programs (college and high school).
- Mentored employees; led APICS CSCP training programs at two sites.
- Directed training programs, with most costs reimbursed by government programs.
- Represented company/industry with ARC, Georgia Commute Options, Partnership Gwinnett, and Next Generation Manufacturing.
- Led merger and dissolution of an acquired company, including legal aspects.
APICS/ASCM Atlanta
Member of board for the nation's largest supply chain professional group.
Board of Directors
Vice President of Administration
2020, Atlanta, GA
Director of Financial Operations (Plant Controller)
Apr 2011 - May 2016, Lithia Springs, GA
Medline Industries, Inc.
A $34B privately held manufacturer and distributor of medical supplies. Site was a class I, high-speed, continuous-manufacturing facility.
- Built entire manufacturing finance department for a brown-field startup division; including processes, planning, hiring, and consistently challenging the team to seek out operational efficiencies
- Designed all BOMs, routers, and costing models
- Oversaw system setup for accounting, planning, and maintenance
- Designed and implemented MPS/MRP system (Orlicky methods), achieving:
- 50% reduction in raw material inventory without stock-outs.
- Successful buy-in from purchasing and production teams
- Successfully bridged AS/400 production planning system with SAP R/3 for financials and distribution
- Introduced modular BOMs and variable-depth costed rollups, enabling faster product costing, validation, and cost analysis.
- Led integration of Infor EAM with SAP, enabling better MRO expense tracking and seamless purchasing/receiving flows.
- Directed automated production reporting project using robotic palletizer data and MySQL database integration:
- Replaced twice-daily manual reporting with real-time production posting.
- Improved inventory accuracy and reduced human error.
- Designed and implemented a data warehouse consolidating production, warehouse, safety, quality, headcount, and financial data into a single source of truth.
- Founded recycling program that diverted corrugate, scrap plastic, unused material, and rejects from landfill.
- Converted a $125K annual disposal expense into $375K annual revenue.
- Generated $2M net income gain over 4 years and became cornerstone of ISO 14001 certification.
- Won 2016 Medline Green Innovation Award for this achievement.
- Created the plant’s 5-year strategic plan with cross-functional input, used as a guide for monthly meetings and early opportunity identification.
- Prepared annual budgets, variance analyses, factory scorecard, and management reports
- Responsible for all product costing, absorption, and materials management
- Led creation of business intelligence and system integration
- Built and implemented an hourly employee incentive program covering 430 workers:
- Metrics aligned to plant goals, approved across HR/payroll/legal.
- Automated with Kronos data feeds and custom reporting.
- Delivered biweekly personalized performance reports with bonuses, improving output.
- Developed a plant-wide KPI scorecard, aligning salaried bonuses with key metrics to cement goal congruence.
- Regularly reviewed results with key department leads to establish a control loop.
- Mentored employees through career planning and professional development, including CPIM, CPP, and Excel certifications.
- Ensured each employee completed at least three educational events annually.
- Shared expertise across facilities: processes, reports, and system configurations became company-wide standards, and personally supported new plant launches.
Grupo Bimbo S.A.B. de C.V.
Owner of over 130 brands, 120 US-based plants, and 13,000 products in the baked goods industry.
- Directed financial operations for a multi-site region, overseeing budgeting, forecasting, and compliance.
- Improved reporting accuracy and reduced month-end close cycle by 3 days, enabling faster decision-making by senior leadership.
- PeopleSoft to Oracle
- Served on core ERP transition team
- Mapped, transformed, and loaded 5+ years of historical accounting data into Oracle, ensuring 100% data integrity and seamless system migration without business disruption.
- Replaced fragmented Excel-based budgeting with Hyperion Essbase.
- Designing automated allocation routines that improved forecast accuracy by 20% and cut the annual budget cycle time by 30%.
- Provided executives with reliable, real-time financial visibility.
- Led a cross-company initiative to standardize manufacturing KPIs across multiple sites.
- Reduced reporting inconsistencies by 40% and enabling uniform performance benchmarking and continuous improvement programs.
Senior Financial Manager, Manufacturing
2011, Norristown, PA
Financial Manager, Region Controller
2010 - 2011, Denver, CO
Financial Manager, Corporate
2010, Horsham, PA
Financial Planning and Reporting Manager
2009 - 2010, Philadelphia, PA
Budget Manager
2008 - 2009, Jacksonville, FL
Senior Financial Analyst
2005 - 2008, Jacksonville, FL
Acosta Sales and Marketing
A vertically integrated commodities brokerage firm and merchandizing support organization.
Echostar Data Networks
Research and development division of EchoStar Communications Corporation, the parent company of The Dish Network.
Accounting Manager
2004 - 2005, Atlanta, GA
Accountant II
2003 - 2004, Atlanta, GA
Accountant I
2001 - 2003, Atlanta, GA
Staff Accountant
2000 - 2001, Atlanta, GA
Testimonials
Continuing Professional Education (CPE) Courses
IMA, ISCEA, ISM, APICS/ASCM, NASBA, PMI
Ongoing
Active professional memberships and committees
Continued education of 60+ hours per year.
August 2023
Demonstrated a thorough understanding of enhanced problem-solving skills, with emphasis on DMAIC
Lean Six Sigma Green Belt
Council for Six Sigma Certification
Certification Number cert_4thb51g9
Project Management Professional
Project Management Institute
Certification Number 3213246
February 2022
Demonstrates project management experience and expertise
April 2022
Evidenced proficiency with harnessing deep understanding of business performance and using information to make strategic decisions
Data Analytics & Visualization Certificate
National Association of State Boards of Accountancy
Credential ID 66185d46c5b2
Certified Supply Chain Professional
American Production and Inventory Control Society
Certification Number 2037201
June 2019
Completed the globally-recognized certification in supply chain, operations, and logistics. Created a custom training program and led eight individuals to their own certifications.
November 2017
Demonstrated an understanding of the Six Sigma methodology
Lean Six Sigma Yellow Belt
The Council for Six Sigma Certification
Certification Number 29959047
Certified Management Accountant (CMA), Level 2
Institute of Management Accountants
Certification Number 50427
June 2016
An advanced-level credential demonstrating professional expertise in financial planning, analysis, control, decision support, and professional ethics.
Financial Decision Making
September 2015
An advanced-level credential demonstrating professional expertise in financial planning, analysis, control, decision support, and professional ethics.
Financial Reporting, Planning, Performance, and Control
Certified Management Accountant (CMA), Level 1
Institute of Management Accountants
Certified Demand-Driven Planner
International Supply Chain Education Alliance
Certification Number 141233001
December 2014
An internationally-accredited program for material requirement planning. Less than 400 people world-wide have passed the rigorous exam.
2009 - 2011
A broad-spectrum, relocation-based management training program designed by GE and Wharton. I was relocated to a new city and new position every 6 months, tasked with identifying and implementing quantifiable improvements. Progression was decided based on presentations to company executives. Acted as a mentor to the junior program participants.
BBU Financial Management Program
BBUSA
Thesis: An Analysis of Human Capital Investment on Low-Wage Workers
Ivan Allen College of Business
Atlanta, GA
2005
57 Pages
This paper empirically challenges the generally accepted concepts that all workers pay for non-specific job training through lower wages and that it is inefficient for a company to sponsor training for entry-level employees. Acknowledgment as one of the three best submissions to the tenured staff within the last 40 years. Copies available upon request.
2005
Graduated with a 4.0 major GPA and 4.0 overall GPA
Induction into the National Society of Collegiate Scholars
Graduated Summa Cum Laude (with highest honors)
Nominated for the 2005 Phi Kappa Phi award (most outstanding scholastic record)
Recipient of the Omicron Delta Epsilon Outstanding Senior Cup
BS Economics
Georgia Institute of Technology
Atlanta, GA
Business Management and Administration Program
Georgia Perimeter College
Atlanta, GA
1999
Mathematics Team Regional Winner
Mathematics Department Student of the Year
3.48 Overall GPA
Dean's List Placement Every Semester
I Am Ready To Work With You
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