Alex Allen Email and Phone Number

Lead the startup of a newly acquired plant to meet Scotts standards for Production, Quality, Safety and Brand Promise. Hired team, sourced raw materials, designed upgrades, reconfigured the plant, developed real estate actions to support growth and all the other joys of starting up a new plant. The 20 person plant produces bagged potting mixes, garden soils and mulch to supply Home Depot, Lowe's, Ace, True Value, Tractor Supply and other garden centers throughout MN, SD, ND and parts of WI. Fast tracked mulch supplier sourcing, approval, and packaging during initial startup to prevent impending shortage across MN and western WI, saving $200k in freight. Developed teams’ operating and maintenance skills leading to an increase over prior company’s most productive year by 20% in first year, with another 30% increase the second year; on track for 20-30% more volume for year 3. Increased network of local suppliers to drive price competition, reducing raw material costs by $150k in second fiscal year

Oversee all aspects of operations within the 65 person flour mill, including team leadership, project development and approval, budget development and review, and interaction with sales to address customer complaints and identify opportunities for improvement. Led SAP implementation for Horizon Milling's most complicated site. Led team through merger between Horizon Milling and ConAgra Mills as part of Ardent Mills integration Identified unsafe behaviors and attitudes, developed and executed plan to address, and then eliminate them, resulting in a drop from 2-4 injuries/year to 1130 days injury-free; the best record across all 40 plants in Ardent Mills Improved employee engagement score from 43% to 74%, the largest improvement among plants, and 4% higher than company average Developed a cross-training program to standardize operations leading to 2nd highest flour patent extraction in BU (a measure of yield) Repaired broken Union relationship: went from 1-2 arbitrations and 4-6 grievances per year to zero grievances and no arbitrations for 3 years Sponsored a LEAN-based Kaizen of packaging line from order entry to delivery that led to a record 9% higher production, and ultimately to a $7M upgrade project with 26% IRR with new line capabilities and a 10% improvement in plant margins

Lead 28 person mill team and 11 person boiler teams to high performance including safety, production, project management, leadership, engagement and operational excellence. Developed ‘Safely Grind More Corn’ strategy to focus team on increasing production smartly and safely resulting in 8% increased production and 700 days injury free Enhanced collaboration between the North Mill and South Mill teams, resulting in one unified Mill team, as well as 9.5% wet mill manufacturing cost reduction Led Kaizens and CI investigations into energy, water and sewer usage that identified opportunities and solved problems leading to over $2M in annual natural resource cost reductions Developed ‘#1 Plant’ initiative that focused plant management on reviewing business objectives and plant ratings and then assigning champions for each metric to develop strategies and drive improvement. Plant rating increased from 63% in 2009 to 80% in 2010

Learning the ropes within a Cargill Corn Plant to prepare to become a Department Superintendent

Djibouti, AfricaLed 18-person team (military, US civilians, multinational civilians) managing 700 contractors at CampLemonier, Djibouti, Africa. Responsible for planning and executing $55M in construction and $65M inbase operations support. Coordinated cross-functional planning and design efforts for $200M/10-year base constructionplan; increased aircraft maintenance capability by 50% Developed $25M facility execution plan that increased mission capability 20% and upgraded fromexpeditionary camp to enduring base. Established improved tent replacement project schedule that reduced double moves by 50% and$3.5M project’s timeline from 18 months to 12. Negotiated 5 contract modifications for lower costs, saving over $1M.

Led 9-person multinational team developing projects through approval, funding, design, and contracting processes to coalesce in final solution for NAS Sigonella in Sicily, Italy. Led cross-functional teams composed of tenants, engineers, regional staff, construction contractors, and base leadership from project conception through contract execution to successful completion. Drove $18M major utilities repair project from initial concept through successful execution, obtaining Congressional approval, funding, and contract award in 9 months versus usual minimumof 30 months that resulted in saving 400,000 gallons daily Led 17 engineers during 7-month assignment gap, increased productivity from $2M to $29M Synthesized efforts between planning and engineering departments to increase executablemaintenance, repair and construction plan from $11M in FY07 to $55M in FY08.