Factory lead at both VT sites - Waterbury and St Albans. Member of the Global Steering Committee for Ben and Jerry’s. Firmly committed to Ben and Jerry’s 3-part social mission, with routine presentations to Senior Leadership, and the Board of Director’s The Waterbury site is the largest tourist attraction in the state of VT. And the two sites are the largest global producer of Ben and Jerry’s Ice Cream To date achievements - 1. 50% reduction is injuries versus 22 baseline 2. 15% improvement in consumer complaints 3. 13% in labor productivity 4. Constructed a strong performance culture/mindset, rooted in TPM fundamentals; that carefully balance Business objectives and cultural preservation.5. Rebuilt the factory leadership team.

Fuel for Growth - Led the construction of a $300m Productivity pipeline for the full KDP Supply Chain; all functions and geographies.Increased YOY cost savings by 50%. By assembling a very robust ‘Champions’ process, partnering with 20-30 squads/teams across supply chain.Presented to CFO and CSCO weekly, and worked heavily with an engaged group of consultants from ATK.Circa 300 projects managed.

Fuel for Growth - Responsible for the Productivity and Focused Improvement Roadmap for Hot Beverage Operations - USA. Six manufacturing sites, total value of delivered 2021 projects exceeded expectations ($15m saved) Productivity initiatives include:-Ramping weekly network production volume to +15%-Coffee Processing yield and throughput-Reducing Unplanned Downtime-Changeover simplification and reduction-Packaging yield and output-Strategic Capital Projects

Responsible for the Operations of the Essex and Williston production sites. VT manufacturing.600 people, $80m of P&L responsibility. 70m kcups packaged each week. During 3 years at the site, growth across all SQDPG metrics was extremely strong. With the site being recognized with many awards, from senior supply chain leadership. Recordable Injuries reduced by 70%. 300+ days safe Quality RFT 99.8%30% production volume growth in 2 yearsCosts reduced by 35%Culture - the site team partnered with Team Trek. To build a culture of High Performance, and promote active engagement.

Responsible for the Advanced Manufacturing roadmap for North American operations; Industry 4.0, Agile manufacturing, big data analytics.Led the development and execution of all capital projects; new packaging equipment and agile technologies. Worked with the network of NA production sites; Montreal, Kentucky, New Jersey and Arkansas.Led the execution of Operations 4.0 strategy.Highlights - L’Oréal VR Safety Contest 2017 Winner, Fab-lab, 3D printing, Cobot automation projects, and agile data analytics.

A member of the management committee at the Maybelline plant in North Little Rock. Responsible for the 'mascara' production unit. Overseeing the production of 60% of all mascara's sold in the USA. Over 150m units per year, generating turnover of $500m. Major brands include L'Oreal Paris, Maybelline and Lancôme.2016 highlights included - above 99% service level, waste improvements of over $1m versus 2015, EOS/Quality audit - 69%; 2nd best in L'Oréal. MOS Budget improvements of 17%, driven by 'focus line' performance. 'Beauty Shaker' finals; WIP creamed, eliminating WIP gloss production and dramatically reducing lead times. Semi-finals; #frankenline - First fully automated (recycled) production line to break 80% OEE.Launch of Bigshot mascara, and mini's for Maybelline.Finally my team were recognized as leaders in the application of Industry 4.0, and developed the most active social media platform across the L'Oreal group. 2015 was a year of significant improvement, after an opening quarter of a poorly performing service level - the UP averaged above 98.5% in the 2nd half of the year.All time - Daily, weekly and monthly production records beaten multiple times.Key Projects included:In-drum batching - Beauty Shaker Grand prize winner.Beauty Shaker semi final; In-house assembly of mascara brushes.Launches of Superstar and Push-up Drama mascaras.

2014 was one the most successful years the Piscataway plant has ever experienced. Service and Cost reduction were major successes. A leading member of the factory management committee. I was responsible for 3 Production Units - Make-up, Powders and Fragrance. Brands include Lancôme, Ralph Lauren, Kiehls and Clarisonic.TPM focus responsibilities included - Autonomous Maintenance pillar champion. And led projects on defect reduction for tube filling. Notable Improvements - OEE improving by 15pts in 3 years. Reject rate is less than 1%. Service improved from 88% in 2013 to 97.5% 2014, while also reducing overtime by an average of 70% '14 versus '13. Succesful launches include - Polo Red, Polo Intense and Polo Oud.I also oversaw the first elements of project 'Gold'; centralization of make-up production to Europe.

Responsible for the fill and assembly of skin care products. Brands included L'Oreal Paris and Garnier.Managed a staff of around 30 operators and mechanics.The team was able to improve cell OEE by 11 pts in less than two years. Less than 1% reject rate and Zero accidents.

Responsible for styling and conditioner bulk manufacture. Brands included L'Oreal Paris and Garnier.Managing a team of 14 processing operators, pre-weigher's and mechanics, along with two project engineers.The team was able to improve PUR by 10 pts in just over a year. With 7 consecutive months of 100% RTFT.Key focus' included; Engaging the team, Equipment maintenance, performance tracking, improving MFP's (std work), effective planning.

Responsible for the operation of a 24/7 fragrance filling and assembly area. Customers included Body Shop, Revlon, Oriflame and Mary Kay.

Selected to join one of the 'top-ranked' graduate programs in the U.K. Lead lean initiatives and EIT's at the Manufacturing facility in Llantrisant, Wales.

Implemented lean initiatives aimed at tackling 7 wastes. Used financial loss data to lead focused improvement teams. Attended a 6 week 6sigma black-belt training led by the welsh assembly; delivered by trainers from Sony and Bombardier.