HughSeasoned VP of Operations with 20+ years of experience
Cannabis Manufacturing Lead, large scale multi-state operations, leadership, safety, training and development
Hugh, MBA, has 4+ years of experience in the cannabis space in the AZ, FL, and TX markets as an Operations Leader.
Prior to cannabis, he led large-scale operations in the food and nutraceutical spaces.
He has held VP of Operations and Director of Operations roles in and out of cannabis over his 20 years in manufacturing.
He is open to a hybrid travel role.
Hugh has experience in large scale multi-site, multi-state operations from 40-acre greenhouse grows to small scale, craft indoor grows.
He has led the manufacturing side of cannabis–extraction (CO2, hydrocarbon, solventless and ethanol) and edibles (gummies, chocolates, powdered drink additives, soft gels, mints, tinctures, RSO, etc.).
He also has experience leading teams of 400+ direct and hourly employees with cascading manager and supervisor functions.
Hugh led cost-saving initiatives/revenue increases that included reconfiguring multi-tiered growing rooms that led to 2.5 times yield increases vs. the old method.
He enlisted a 3rd party contractor to review energy bills for agriculture tax exemptions.
He flattened the organization and built a high-performing leadership team of Sr. managers over critical functions, leading to an operational savings of $300,000 yearly.
He installed Quality at the Source programs for all their manufacturing and packaging operations, which led to a reduction in rework of almost 75% and a scrap reduction of nearly $3 million.
Additionally, he spearheaded quality initiatives to achieve a $400 per pound increase on flower prices, realizing a 50% revenue increase from 2018 to 2019.
Hugh possesses strong leadership, safety, training, and development skills.
He collaborated with HR Management to create a Train the Trainer program focused on establishing a certified trainer in each department–this decreased turnover rate by 20% YOY through enhanced employee training.
He established a cohesive team focused on safety that included daily team huddles, near miss reporting/investigations, first response team, and facility audits–this decreased OSHA recordables by 30%.