• Led throughput improvement for two capacity-constrained food lines in $950M food and beverage corporation acquired by private equity firm. Implemented workshops, reduced downtime, increased line setup speed, and optimized product specifications, resulting in 24% attainment and 8% overall equipment effectiveness (OEE) improvement. Project won 2023 AlixPartners Achievement in Excellence Award.• Spearheaded manufacturing footprint optimization, resulting in recommendation to close two plants and one distribution center, with projected EBITDA increase of $15M, during operational due diligence for paper mill company acquisition. • Conducted rapid G&A diagnostic for three mid-size companies targeted for potential acquisition by private equity firm, identifying average savings of 8-14% in G&A expense through workforce optimization with specific focus on core areas including HR, IT, and finance.

Performance Improvement• Created report analyzing and tracking daily downtime per shift by summarizing data from management execution system, triggering corrective actions that resulted in 12% increase in OEE. • Led implementation and creation of standard operating procedures for complex operations in packaging and filling areas, decreasing downtime and quality issues related to these tasks.

• Created pricing strategy for purchasing raw materials that resulted in 200% revenue increase and produced company’s first monthly profit in seven months. • Led cross-functional team of 20 operators and engineers in implementing Kanban system to track and solve nonconformities on plant monthly audits, resulting in 40% reduction in defects during first month of implementation.

• Conducted quality control project to reduce plant deficiencies by tracking quality data, resulting in 60% scrap reduction and $3.5M additional profit per year. • Developed and maintained cost management system that calculates, updates, and tracks cost of 2,000 parts (cumulative value of parts $40M). • Oversaw end-to-end selection process for new ERP system for entire organization. Negotiated and implemented plan with expected cost of $1.2M after three years. • Collaborated with cross-functional team to define KPIs and quality objectives, ensuring compliance with ISO 9001 certification for medium voltage department; passed 2019 and 2020 audits.