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Hi, I'm Virgilio Acevedo. Welcome to my profile!
Virgilio Acevedo's Bio:
Virgilio Acevedo's Experience:
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PRESIDENT & COO at CAREX
August 2025 - Present | Dayton, OhioProvide strategic oversight and operational leadership across multiple departments, including Operations, Finance, IT, Human Resources, Clinical Services, Manufacturing, and Program Development. Drive organizational efficiency through the standardization of people, processes, and technology to support scalable growth. Lead cross-functional initiatives aimed at expanding services into rural and underserved communities, ensuring equitable access to care and resources. Collaborate with executive leadership to align operational goals with long-term strategic objectives. Implement performance metrics and continuous improvement frameworks to enhance service delivery and organizational impact.
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Director Corporate Continuous Improvement at CareSource
August 2019 - July 2025 | Dayton, OHAccountable for the Continuous Improvement department. Works with senior leadership across the enterprise to ensure continuous improvement fundamentals are adopted and embedded into the CareSource culture. Develop and Establish Continuous Improvement principles and best practices aligned with the strategic direction of the enterprise.
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Vice President Customer Experience at LSI Industries
September 2016 - July 2019 | Blue Ash, OHAccountable for Customer and Field Services teams, and Accounts Program Management in support of LSI Lighting Segment customers • Managed a team of 5 Managers, 26 CSRs, 3 Program Managers, and 10 Field Services Associates • Led strategy and operations for Order Entry and Management, Customer Complaints, Warranty and Freight Claims for annual Sales of $230MM across Niche, Construction, Renovation, Petroleum Markets
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Director Corporate Quality at LSI Industries
December 2014 - August 2016 | Blue Ash, OHDirected and managed Operational Quality Assurance and Quality Control function to include Production Support and inspection/testing procedures for raw materials and finished products to ensure conformity with defined Engineering/Quality specifications and standards • Responsible for developing, deploying and maintaining the first Corporate Quality Management System throughout all 5 Lighting Facilities • Achieved ISO 9001:2015 Certification in June 2016 for all 5 Lighting Facilities. • Promoted to VicePresident of Customer Experience
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Chief Operating Officer at Swick and Co RE/MAX Alliance
September 2013 - November 2014 | Centerville, OhioOperational leader and mentor for the company, responsible for leading all strategic level plans and direction for growth, and providing management guidance and leadership to the CEO and the company. Developed, established and directed the execution of operating policies, acquisition and growth activities, and all financial and business planning activities. Managed direct company operations to meet budget and financial goals. Managed all sales, administrative and human resources functions.
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Global Director of Operations at Luxottica OneSight
October 2012 - August 2013Led end-to-end Global Operations including Sustainable Strategic Initiatives, Global and Regional Clinics, Inventory and Logistics. Executive member of OneSight team responsible for defining and implementing Strategic Plan focused on sustainability and quality. Established operational standards for end-to-end clinic management--Participants and Site selection to End of Clinic Review. Deployed test and pilot models for Developed and Underdeveloped Strategic Sustainable Initiatives--Defined and implemented strategic and operational standards including success criteria and Key Performance metrics. Defined Quality Standards and established a team to implement changes from used to new product inventory.
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Director Operational Excellence at Luxottica Retail North America
January 2011 - October 2012Led all aspects of North America F&A Shared Services process optimization. Planned and implemented the North America Accounts Payable Process Optimization consolidation--instrumental in identifying and prioritizing opportunities, developing business cases, creating strategies and plans for agreed projects, and leading successful implementation of initiatives. Identified root causes and solutions for Eyewear Remakes and established a change management and process program to reduce the incidents. Remake reduction of 5% or $16MM/year. Wrote and implemented the LUX North America Capital Expenditure Policy and Authorization for Expenditure process. Consolidated and implemented a unified cell phone policy for all LUX North America Brands and businesses.
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Process Improvement Consultant at HCSC
June 2010 - November 2010Process Consultant responsible for sales account set-up documentation assessment. Established order of magnitude for current documentation utilization and defined governance to include ownership, documentation revision process, version control and communications. Reduced paperwork by 55%. Defined 5 Process improvement opportunities to reduce overall process cycle time and increase efficiency.
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Director of Production Operations at ENCON, INC
November 2008 - 2010Provided strategic and operational direction to a 24/7 operation. Managed a team of 50 production employees. Established order and accountability for all production employees by earning their trust - efforts resulted in optimized communication and reduction and measurement of unnecessary hand-offs. Solved employee issues by assesing the business and quickly addressing all negative drivers - provided specific documented process responsibilities to all roles. Increased efficiencies from an average of 50% to well-0ver 80% by identifying efficiency drivers and implementing streamlined solutions. Utilized Lean Sigma and Change Management principles to address operational inefficiencies across the entire organization after implementing flexible Eco Pods with controlled processes, dedicated management structure, metric and standardized QMS.
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Senior VicePresident Six Sigma at National City Bank
April 2005 - January 2008Developed strategy and operational implementation to institutionalize a Six Sigma culture corporate-wide resulting in $750,000,000 in financial benefit. Reduced training costs 77% by designing and implementing Lean/Six Sigma program training, deployment and execution strategies, in addition to a new training deployment model. Developed and implemented project selection, prioritization and resource alignment processes, as well as project reporting and certification guidelines for all strategic and operational initiatives resulting in certification for six MMB's, 20 BB's, and 100 GB's. Provided a clear path to address Change Management, establishing Deployment Plans and implementing them accordingly - reporting all progress to appropriate levels.
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VicePresident Process Management at JPMorgan Chase
2008 - 2008Led Business Process Reengineering and Lean/Six Sigma across Auto Finance. Facilitated organizational design changes and delivered Lean/Six Sigma and Process Design training, achieving $1.9 million in project benefits. Managed a major $75 million Process Reengineering strategic initiative - conducted SIPOC, -As-Is? and root cause analysis which resulted in redesigning major business processes within all Key Business Processes - established -To-Be? processes and solutions, and control metrics in alignment with all business process changes and technology requirements. Facilitated organizational design changes enabling faster implementation of the project and technology changes.
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Vice President Six Sigma at JPMorgan Chase
September 2001 - April 2005Accountable for designing and implementing a Six Sigma execution strategy achieving over $30MM in financial benefits and exceeded goals of 5% direct expense reduction year-over-year. Created an Investment Governance Board (IGB) to define, select and manage strategic Six Sigma and technology projects / investments reducing overall project duration by 23%. Served as lead process consultant for Chase / Bank One merger for process integration activities. Learned the banking business and general banking practices; listened carefully to employees and provided a concise plan showing the similarities and benefits of Six Sigma to the method they were already utilizing. Established Six Sigma testing and certification guidelines achieving 100% control state for all projects.
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Global Director of Quality and Lean Sigma at NCR Corporation
August 1998 - September 2001Managed the development, application and execution of the Six Sigma program to include Key Business Processes from Sales to Logistics/Delivery for headquarter's functions and 12 global manufacturing facilities. Led customer surveys and focus groups to determine market and servicing levels, along with key manufacturing engineering practices and IT support. Chaired Six Sigma Quality Council and Key Business Processes Council with full accountability for business project portfolio implementation. Established and managed worldwide initiatives for business metrics, balanced scorecard, customer satisfaction, and customer complaints thus achieving all-time high results. Managed ISO program and achieved/maintained ISO certifications for 12 global manufacturing facilities - managed corrective and preventative action report process for headquarters in compliance with QMS achieving 100% pass on all internal and external audits. Defined and developed Key Business Processes, along with defect and cost drivers, which resulted in focused and targeted responsibilities and process control. Utilized Six Sigma methods and tools to manage the identification of improvement opportunities and execution of solutions which resulted in 22 projects with $5.1MM in financial benefit. Provided extensive Six Sigma training to 1st and 2nd level management - developed curriculum, training materials and testing for Process Improvement Methods, Data Gathering, Project Management, Strategic Planning, Customer Service, and Logistics.
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JCAHO Manager and Senior Management Engineer at Miami Valley Hospital
January 1995 - August 1998Oversaw hospital accreditation process and standards for medical, administrative and support functions. Identified and resolved 300 operational issues related to implementation of accreditation standards. Provided JCAHO training on standards to 500 employees o Reduced patient restraint utilization by 55% and admission patient wait by 95%. Developed strategic and operational plans for deployment and implementation of process improvement program. Deployed user training for internal productivity monitoring system and external benchmarking database. Managed Process Improvement Program, including training deployment, project coaching and project documentation. Created balanced scorecard and tracked metrics for ten main hospital critical indicators o Facilitated ten administrative and four medical teams, increasing productivity and expense saves.
Virgilio Acevedo's Education:
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University of Puerto Rico-Mayaguez
1981 – 1986Bachelor of Science Industrial Engineering -
Colegio Calasanz
Virgilio Acevedo's Interests & Activities:
Philanthropic Work, Learning new skills, Local Restaurants, Travel, Vacations, Health and Fitness