Gerald Batsford is a veteran executive with over 25 years of experience in supply chain, strategic planning, scheduling, demand forecasting, transportation, inventory management and optimization, systems design, warehousing, and implementation. He has broad industry experience in consumer goods, food, medical devices, industrials, and utilities.

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While the early part of his career was in industry, Gerry has spent most of the last two decades as a consultant with GEMM Supply Chain Solutions, The ProAction Group, and AT Kearney, identifying and implementing supply chain initiatives for his clients.  Most recently, Gerry led a ProAction team that helped a sign manufacturer increase EBITDA by 20% by modifying their approach to pricing and executing installation and service operations.  While at GEMM, he was the Operations Team Lead for a $750M global medical device manufacturer, where he implemented the Hub and Spoke distribution model at 23 locations, developed a planning model to determine correct inventory levels for 100+ hospital consignment locations and 23 Hub delivery sites, and played an integral role in creating an annual capital spend plan which reduced their first year spend by $10M.

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At AT Kearney, where Gerry was VP Supply Chain and IT, he implemented the Hub and Spoke distribution network design and managed the 3PL operations partners to support the $750M annual spend of MRO material at a Big 3 automotive manufacturing client. This work spanned 26 US plants and 800 point-of-use dispensing machines.

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Prior to his consulting career, Gerry was Vice President, Global Supply Chain and Operations for the Bicycle Division of Brunswick Corporation, where he was in charge of global sourcing, purchasing, forecasting, inventory planning, and warehousing. He played a major role in consolidating warehouse operations from 9 facilities down to 2 distribution centers, reducing inventory by 50% thru improved forecasting and replenishment planning, all while improving order fill rates from 77% to 97%.

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At Brunswick, Gerry was also a key executive of a team that accomplished a turnaround and business restructuring that eliminated all North American manufacturing and transitioned the company to importing all products from the Far East. This effort led the company to achieve U.S. market share leadership at $310 million in revenues while making a net profit for the first time in a decade.

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Gerry did graduate work in Operations Management at Syracuse University and holds a BA from St. Lawrence University.