U.S Corrosion Technologies is the leading manufacturer of a complete line of anti-corrosion products and equipment for aviation, marine, automotive, RV, maintenance, industrial, household, agricultural and general purpose uses. The brand names associated with these products are CorrosionX Aviation, CorrosionX, CorrosionX Heavy Duty, CorrosionX for Guns, CorrosionX Grease, ReelX and SpeedX. Each very similar, all featuring the latest developments in Polar Bonding and Fluid Thin Film Coating (FTFC) technology, yet unique in their designs for specific applications. In addition, the company has expanded its manufacturing capabilities with the development of a range of industrial materials to clean and maintain concrete, asphalt, aviation and industrial and construction equipment.Leading edge technology, commitment to quality and a no-nonsense, money back guarantee have established Corrosion Technologies and the CorrosionX mark with a sterling reputation around the globe. Continual product stewardship as well as development of other, specialized products continue to enhance our reputation and assure the company's stature as the manufacturer of the world's most advanced protective coatings.

Interface Performance Materials manufactures advanced materials, sealing solutions, thermal management systems and specialty products worldwide across the heavy-duty diesel, automotive, small engine, industrial and related industries.Responsible for all 7 manufacturing sites, sourcing, advanced manufacturing engineering, program management, safety and quality functions. Leading a staff of 5 Directors, 2 Plant Manager and 400+ associates to deliver cost, quality, service, and safety targets. As part of executive leadership team, create & lead enterprise wide strategy, culture, & action initiatives • Setup company’s first Operation’s Reviews driving performance through KPIs, root cause analysis and solid corrective actions• Launched KPIs across the manufacturing network• Identified and drove $4.5MM in cost savings in year 1• Delivered $4.3MM in cost saving in year 2 and launched LEAN strategy.• Improved service levels in Parts to be Green on customer scorecards• Helped develop strategic plan to grow the business at 6.5% GAGR by innovating in core markets and developing solid launch plans• Acquired addition factory in India and developed and enhanced capabilities to standards held across the network. • Used VOC to setup and drive two Strategy Deployment Teams (Hoshin Kanri) to create breakthrough performance in deliver and quality

Johnson Controls International plc operates as a diversified technology and multi industrial company worldwide. It designs, produces, markets, and installs heating, ventilating, and air conditioning (HVAC) systems, building management systems, controls, and security and mechanical equipment.Air Distribution Technologies was purchase by JCI in June 2014Managed ASC’s Operations in 10 locations with sales in excess of $470MM.Lead a team of 13 direct reports including a Director of Operations, LEAN and Quality Manager, Directors of Advanced Manufacturing Engineering, 10 Plant Managers and over 1100 associates• Implementing BBP (JCI’s Best Business Practice approach to LEAN)• Launched JCMS (Johnson Controls Manufacturing System)• BBP savings gap of $2.5MM identified. $1.5MM actioned to date. • Executed 75% to date of operational synergy resulting in $9MM in savings

ASC and H&C a divisions of JCI. ASC and H&C are market-leading manufacturers of heating, air conditioning and ventilation system components with over $1.2 Billion in sales. They employ over 5000 employees globally, have operations throughout North America, Mexico, Europe and Asia. Manage ASC’s and H&C’s Operations in 14 factory locations and 4 distribution centers with sales in excess of $650MM.Led 14 direct reports including a Director of Operations, 2 Directors of Procurement, 2 LEAN and Quality Directors, Manager of Product Development, 2 Directors of Advanced Manufacturing Engineering, 5 Plant Managers,a Director of Logistics and over 3000 associates.• Improve H&C service levels from 64% to 94% during 2013 with new stocking strategy, SOP process and equipment and die maintenance program while decreasing lead time from 5 days to 3 days.• Developed and executed operation synergy, footprint reduction and work migration plan resulting in $12MM in savings adding value to the sale of the company• Negotiated 5 union contracts resulting in less than 4% accumulative wage inflation over three years per location.• Developed Operation succession and top grading plan.• Structured and formalized LEAN across the division resulting in $3.5MM savings, this included LEAN training, review cadence, and tools such as VSM, Takt time, KPIs and Gemba Walks• Integrated Koch Filter Company acquisition into ASC. Launched Koch’s 1st LEAN and HSE activities resulting in over $1.00MM in savings.• Developed sourcing strategy leveraging purchasing power saving over $4.00MM• Started operation in China to serve the Chinese market.• Initiated DAMAIC process control teams at each location with formalized report outs and best practice sharing to build quality into the products.

Managing Technical and Industrial Products Operations in 4 locations in United States with sales in excess of $150MM.• Integrated 2 acquisitions into the division. Implementing a new MRP system, driving material and cost synergies, and a plant closure and product migration.• Developed Manufacturing strategy for the division saving over $2.9MM.• Drove 1st LEAN initiatives. Increased productivity 10% or $540k, cycle times from reduced from 2 weeks to 2 days.• Introduced a Global Sourcing Strategy resulting in $1.6MM annualized savings across division• Inventory reduction of 18% resulting in freeing up $3.59MMof cash

Managed Commercial Operations in 4 locations - United States (2 locations), Czech Republic and Mexico with more than $75MM in sales.• Won AMETEK Dr. Lux LEAN Award for Worker’s Compensation Improvements by reducing TRIR by 72% and Days Away Restricted Time by 94% (Ametek’s best numbers). Savings of $1.54MM• Launched Six Sigma and LEAN Manufacturing in Commercial Plants saving $405k in 2004. Certified Six Sigma Green Belt.• Managed P&Ls to exceed budgeted profit by 12.0% Worldwide.• Landlord and manager of all Mexico functions including centralized accounting and human resources • Closed US based operations between 2004 and 2006 and migrated work to Mexico and China.

Multi-Site Plant Manager Leading 8 direct reports: Manufacturing, Quality, Human Resources, Worker's Comp Leader, Manufacturing Engineering , Procurement, Finance, Kent Operations Leader and 700+ Associates.Managed Commercial Operations in 2 locations in the United States more than $70MM in sales.•Managed AMETEK’s largest Commercial Floorcare Plant through product migrations to Mexico, Czech Republic and China resulting in a $1.2MM savings.• Implemented Racine’s first Worker’s Compensation Management Program• Reduced the Days Away Restricted Time Rate from 20 to 9.4, a 53% reduction• Reduced Incident Rate from 29.7 to 16.3, a 45% reduction• Implemented $550k of productivity projects ranging from outsourcing to plant rearrangement• Streamlined the profile of the Kent Plant to operate with 17% less labor.• Coached the materials team to use all MRP tools available to reduce material shortages.

Led Multiple Manufacturing Sites with P&L Responsibility. managing 8 Direct Reports, 1300 employees, Shared Services for 5 other Ametek Divisions.Managed AMETEK’s largest plant through an increase in sales of 65%. 2001 sales at 86MM vs 52MM in 2000.• Expanded the Reynosa Operations to a second site to handle unit growth in 2002.• Decreased Reynosa scrap by an additional 17% to meet the 2001 budget.• Increased labor productivity by 7% to 48 motors/person/day.• Decreased indirect support by 10% with an increase in sales.• Implemented Oracle ERP system in the plant

Plant Manager with P&L responsibility, Household Vacuum Motor DivisionPlant Operation's responsibility Dothan Plant. Led 7 direct reports: Manufacturing, Quality, Human Resources, Manufacturing Engineering , Procurement, Finance, IT and 700+ Associates.•Led new operations team in increasing line rates by 66% in 3 months, this was reported for two years in a row•Increased labor productivity from 36 motors/person/day to 45 motors/person/day a 25% increase•Decreased scrap by 47% from 1999 rate, in addition this was below the 2000 budget by 20%.•Won Ametek Operation Excellence Award for implementation of lean manufacturing with all new products introduced to Reynosa. Cycle times were reduced from weeks to less than a day.

Operations Manager, Household Vacuum Motor DivisionPlant Operation's responsibility Reynosa Plant. Led 4 direct reports: Manufacturing, Quality, Manufacturing Engineering , Procurement and 500+ Associates.•Started up the companies greenfield site in Mexico•Led operations team in increasing line rates by 100% in 2 months with 50% new employees and 20% turnover of experienced employees•Plant turned a profit 2 months ahead of budgeted plan•Increased labor productivity from 18.2 motors/person/day to 36 motors/person/day a 100% increase•Decreased scrap by 75% from 1998 rate, in addition this was below the 1999 budget

Operations Manager, Electric Vehicle Motor UnitPlant Operation's responsibility Dothan Plant. Led 5 direct reports: Manufacturing, Quality, Human Resources, Manufacturing Engineering , Procurement and 50 Associates.• Turnaround situation with unsatisfied customers and business loss looming.• Brought line rates from 450/wk to 1000/wk in nine months through training and solving material delivery problems, reduced overdue backlog from 3400 units to <90 units and decreased overtime by 33%• Achieved a positive trend in total cost productivity with an increase in 3% in the last two quarters• Implemented Demand Flow Technology wall to wall, created mixed model plant with vendor pull system to reduce $500k of WIP and a cycle reduction from 4 weeks to 12 hours on 90% of the load

Roles included Production Control, Supervision and Manufacturing Engineering• Reduced delinquencies of process areas by 70%• Effectively achieved 15% labor productivity through cross training and resource management• Reduced total motor cycle time over 50%, exceeding goals by 15%• Reduced paperwork system from 14 to 2 days• Implemented Kanban replenishment system in pole areas• Reduced cycle time and work in process inventory by 50% on main and commutating coils• Reduced cycle time and work in process inventory by 40-80% on armature coils

•Redesigned gearless elevator motor line to handle 50% more capacity using analytical, empirical and Finite Element techniques•Standardized tachometer offerings to reduce inventory, cost and improve responsiveness to customers•Redesigned and standardized Totally Enclosed Motor Heat Exchangers•Developed and performed tests on low carbon steel to result in $500k cost reduction