Allen Lee Email and Phone Number

Bray International, Houston, TX 2018 to PresentA private company that manufactures products and provides engineering services for a diverse range of industrial, commercial, and municipal markets. Bray has approximately 2,500 employees and 83 locations worldwideEXECUTIVE VICE PRESIDENT OF GLOBAL OPERATIONS & COOResponsible for all operational P&L, report to CEO. Drive results through Global Organization and Direct World Area Operations. Direct reports including: Director of NA Operations, Director of LA Operations, Director of India Operations, Director of Asian Operations, Vice President of Supply Chain, Vice President of Global Quality, Director Project Management, and Director of Operational Excellence. Business-critical initiatives included leading Division in the strategic planning process, implementing LEAN, SDP and Lean Daily Management and 36 international and 3 domestic facilities generating $600M+ in sales.Continuously improved processes, performance, operations and profitability:• Setup a supplier warehouse in India to reduce lead times from 16 weeks to 4. • Create and put in place meaningful results driven where none had existed previously. Implemented 9-block objectives and LEAN daily management to drive On-time Delivery from 21% to 97%. • Performed multiple Kaizens to improve multiple performance objects into the green. • Consolidated 6 locations into two in an effort to reduce operational overhead. Added a Startup plant in Malaysia.• Reduced Warranty costs from 3.0% to 0.13% within 15 months.• Installed a Global Capital Budgeting Process.• Implemented bottom-up budget significantly improving forecasting accuracy.• Introduced and implemented global Operational Excellence Business System focusing on Lean Daily Management and driving the Strategy Deployment Process.• Took India Plant startup from losing $1M/month at the GP line to earning $400k at the GP line in 8 months.

Emerson Electric, Houston, TX 2014 to PresentA Fortune 500 company that manufactures products and provides engineering services for a wide range of industrial, commercial, and consumer markets. Emerson has approximately 115,000 employees and 220 manufacturing locations worldwideVICE PRESIDENT, GLOBAL OPERATIONS & ENGINEERING - VALVE AUTOMATIONResponsible for all operational P&L, report to Group President. Drive results through functional organization and tactical functions. Direct reports including Vice President of Engineering, Vice President of Supply Chain, Vice President of Global Quality, Director of Manufacturing Engineering, Director of Operational Excellence, and Directors of World Area Operations (4).. Business-critical initiatives included leading Division in the strategic planning process, implementing LEAN, SDP and Lean Daily Management and 15 international and 4 domestic facilities generating $450M in sales.Continuously improved processes, performance, operations and profitability:•Identified need to created meaningful metrics to measure success. Implemented 9-block objectives and LEAN daily management to drive labor productivity improvement from 50% to 86%. •Performed multiple Kaizens to improved OTD to Request from 21% to 84%. •Closed two domestic plants and consolidated all machining and welding into single LCC •Reduced Warranty costs from .4% to 0.13% within 9 months.•Implemented Sales Gate process reducing engineering errors due to incomplete order information •Implemented bottom-up budget significantly improving forecasting accuracy.•Integrated 2 acquisitions Improving regionalization.•Introduced and implemented global Operational Excellence Business System focusing on Lean Daily Management and driving the Strategy Deployment Process.

Fully responsible for all operational P&L. Member of Board, reported to President and CEO. Directed 1500 employees through 13 direct reports including Vice President of Engineering, Director of Quality, Director of Manufacturing Engineering, Director of EH&S, Service Manager and General Managers. Business-critical initiatives included leading Division in the strategic planning process, implementing LEAN, SDP and Lean Daily Management and 3 international and 5 domestic facilities generating $320M in sales.• Identified need to created meaningful metrics to measure success. Implemented 9-block objectives and LEAN daily management to drive significant labor productivity improvement.• Implemented Kitting and Heijunka boxes. Dramatically improved OTD .• Built plant in China, closed domestic plant and consolidated all machining into single facility to leverage best practices. Significantly improved EBITDA • Instrumental in winning new multi-million-dollar contracts. Presented all Engineering and Manufacturing capabilities. Primary price Negotiator.• Reduced Warranty costs within 12 months.• Created business-wide Sales Gate process ensuring quote and production alignment with customer expectations.• Acting CFO for 6 months. Instituted process to reduce DSO by improving payment follow-up. • Collaborated with Sales and Procurement to improve contractual terms.• Implemented bottom-up budget significantly improving forecasting accuracy.• Selected and integrated 2 acquisitions improving focus and profitability of service offering.• Introduced and implemented global Operational Excellence Business System focusing on Lean Daily Management and driving the Strategy Deployment Process.

Manufacturer of truck bodies, step vans, truck accessories, specialty vehicles, and through MIC Group a wide variety of tight tolerance engineered products for the Oil & Gas industry, Medical and Aerospace. $600M, 10K employees.Chief Operating Officer, MIC GROUP, 2011 to 2012Promoted with full P&L responsibility for driving and executing strategic planning process. Reported to COO of J.B. Poindexter. Directed 700 employees through 12 direct reports including CFO, VP of Sales and Marketing, Director of Quality, Director of Manufacturing Engineering, Director of OpEx, Division Controller, General Managers, and Plant Managers. Led 4 domestic and 2 international facilities. $241M revenues. Oversaw the P&L, driving revenue, cash flow and profitability with EBITDA of $37M.• Acting President. Created value proposition turnkey product offering improving YOY revenue. Transformed sales strategy from Representative-generated sales to In-House Salesforce. • Launched 2 price increases increasing sales margin.• Introduced and implemented worldwide, the Operation Excellence Business System, a derivation of the Emerson System, the Crane System and the Danaher System focusing on LEAN and driving the basic business strategy.• Developed Prototype Group to provide new development services to primary customers.• Introduced Stage Gate new product development process.• Drove excellence including strategic initiative action plans, Kaizen planning and value stream management.Vice President, Global Operations, MIC Group, 2010 to 2011Reported to the President of MIC Group. Managed a team of 500 through 8 direct reports. • Significantly improved average on-time delivery.• Reduced average lead-time.• Improved labor and supply cost as a percent of sales.• Improved inventory turns in the distribution system.

Produces engineered industrial products through 5 business segments: aerospace and electronics (sensing and control systems), engineered materials (plastic composites, substrates), merchandising systems (vending machines), fluid handling (valves and pumps), and controls (diagnostic, measurement, and control devices). Reported to the President of Crane Energy. Managed a team of 1,800 through 15 direct reports. Led 5 domestic and 6 international facilities. Instituted LEAN initiatives. Drove operational excellence including strategic initiative action plans, Kaizen planning, and value stream management.• Reduced average OTD .• Reduced average lead-time .• Improved labor costs as a percent of sales on declining sales volume.• Doubled inventory turns within 11 months.• Significantly improved cash flow.

Reported to the President of Daniel. Managed a team of 600 through nine direct reports including President of Crane Canada, VP of Procurement, Director of Quality, Director of Operations for the Americas, Director of Operations Europe, Director of Operations Systems, Director of Process Improvement, Division Controller, Division IT. Maintained responsibility of previous position. Revenue for this business was $510 million.• Led plant start up and operation in Nanjing China.• Emerson Senior Mentor 2006.

Reported to the VP and General Manager. Managed a team of 1,400 through eight direct reports: Assembly Business Unit Manager, Machining Business Unit Manager, Process Improvement Manager, Materials Manager, Procurement Manager, Manager of Manufacturing Engineering, Quality Manager, EH&S Manager, Training Superintendant, Managed the facility with more than 2,100 employees and more than 6,000 upper level BOM. Complete P&L responsibility. Planned and executed LCC efforts. Revenue for this business was $380 million.• Drove improvement of labor productivity by 12 percent in 1998.• Lowered customer line returns from 243 parts per million (“PPM”) to 92 PPM.• Improved inventory turns from 12 to 21.• Through the use of kaizen increased OP by 2.5 percent.• Emerson Electric Leadership Team 2000.

PLANT MANAGER – WIEGAND APPLIANCE DIVISION - Vernon, Alabama1996 to 1998Managed Production Control, Production Supervision, Manufacturing Engineering, Quality, Shipping, and Receiving. • Improved Total Productivity from 52 percent to 65 percent by changing production focus and driving projects that provided real productivity gains.• Improved scrap from $160,000 per month to $50,000 per month by creating operator awareness and revamping the quality system.• Improved on-time delivery from 82 percent to 93 percent.

MANAGER, MANUFACTURING ENGINEERING: WIEGAND APPLIANCE DIVISION - Vernon, Alabama1995 to 1996• Improved the project implementation rate while reducing staffing levels.• Accountable for the group that implemented the project that tripled the output of a core process.• Facilitated the transfer of products and lines to a sister plant in Mexico.• Brought in processes for two new product lines.

PARKER HANNIFIN CORPORATION - Cleveland, Ohio1989 to 1995MANUFACTURING ENGINEERING SUPERVISOR, 93-95; SENIOR DIVISION PROCESS ENGINEER, 89-93: INSTRUMENTATION VALVE DIVISION - Jacksonville Alabama1989 to 1995Responsible for the supervision of four Manufacturing Engineering functions. Managed capital budget and departmental budgets. Responsible as an Environmental and Safety coordinator. Supervised the Chemical Finishing Department. Also responsible as a Cost Reduction Program Coordinator. • Implemented plant re-layout and expansion (100,000 square feet).• Accountable for the machine tool and fixture design. • Active member of every new product development team (16 in four years).• Setup the Class 100/10 cleanroom.• Developed the ID electropolish process.• Parker Hannifin Cost Reduction Coordinator of the Year 1993. • Parker Hannifin Cost Reduction Employee of the Year 1991.& 1992

Managed all capital projects. Performed all EPA and Occupational Safety and Health Administration (“OSHA”) reporting. Responsible as a Cost Reduction Program Coordinator. Implemented a plant re-layout and expansion (400,000 square feet).