Koch Labs connects the promising, disruptive technologies of our investment portfolio companies with the fully operational, diversified capabilities across Koch Industries. Once engaged, we test, refine and accelerate to market innovations that make life better – in areas such as autonomy, computing, energy, cyber security, industry 4.0 and blockchain, to name but a few. As an offering of Koch Investments Group, this unique-in-the-world capability delivers our portfolio partners a powerful opportunity and advantage that goes far beyond mere financial investment. While, at the same time, creating fulfilling opportunities for our employees to engage with and put to work these next-generation technologies for Koch.Represented Supply Chain and Manufacturing Technology portfolio companies and investment strategies.

Molex LLC is a leading manufacturer of electronic, electrical, and fiber optic connectivity systems. Molex offers over 150,000 products across a variety of industries, including data communications, medical, industrial, automotive and consumer electronics. Molex has approximately 45,000 employees primarily located in their 60+ manufacturing sites, spanning across 20+ countries. Molex LLC, is owned by Koch Industries, one of the largest Privately Held companies in the world.Embraced Agile in a VUCA environment to establish leading-edge, advantaged capabilities, improving the bottom line and employee experiences. Developed and implemented Smart Manufacturing architecture, including modern Siemens Opcenter MES/MOM, IIoT, UNS, API, and Advanced Analytics (ML/AI) Technologies, elevating Molex into an industry leader.

Bridged the great divide between Business and IT by establishing a Digital Transformation Playbook (People, Process, & Tech). Led global design and implementation efforts for several transformational capabilities. Deployed the latest in Modern & Scalable Industry 4.0 Digital Core, accelerating value and expanding opportunities for new “Connected Product” revenue streams. Established Advanced Analytics (ML/AI) capability Manufacturing, Operations, and Supply Chain.

Global Operational Excellence deployment in over 80 sites spanning over 20 countries. Focused on collaboration through centers of excellence (CoE) and technology to Digitally Transform operations (Industry 4.0, IIoT, AI/ML/Big Data Analytics). Acting Operations Transformation Leader for Molex.Developed the shared vision for Digital Transformation, including C-Suite and Board of Directors approval.Developed and led global operations transformation strategy, including CoE’s and CoP’s in Molex core capabilities Molding, Plating, Stamping, Automation, and Energy.Led the efforts to establish Tier 1 Automotive capabilities.

Rexnord (NYSE: RXN) is a leading worldwide industrial company comprised of two strategic platforms: Process & Motion Control and Water Management. The Aerospace Division of Rexnord falls within the Process & Motion Control platform. Rexnord has an established Lean Six Sigma Culture Modeled after Danaher Business Systems. ~$2 Billion Annual Sales /8,000 employees.Returned to Rexnord Aerospace where I managed the Quality and Regulatory Affairs for $75MM facility. Directed a team of over 30 individuals including managers, supervisors, engineers and inspectors.Successfully reinstated the AS9100 rev C certification, after suspension, through robust corrective and preventive actions to external audit findings.

LSL Healthcare, Inc. is a privately held medical device manufacturer of disposable medical devices, component parts, various hospital supplies, disposable kits and surgical procedure kits.As Operations Manager my responsibility was to manage, lead and coordinate operations, overseeing the following departments; production, warehouse, logistics, purchasing, maintenance, facilities, environmental health & safety and IT. Multi-site accountability of over 85 reports including managers, supervisors, leads and production floor employees. Developed and implemented Strategy Deployment (Hoshin Kanri), Sales, Inventory and Operations planning (SIOP), Forecasting/Kanban Management, Total Productive Maintenance (TPM), Operational Excellence (OpEx), Environmental Health and Safety (OSHA and EPA Compliance) systems, resulting in reduced business risk, enhanced resource/capabilities management and strategic focus/alignment.

Covidien, acquired by Medtronic, was a global leader in medical technology, services and solutions. Covidien had an established Lean Six Sigma Culture referred to as the Covidien Operating System. As Operational Excellence Manager my responsibility was to implement and manage the Cost Reduction Program using the Covidien Operating System (Lean / Six Sigma / DFSS). Coached, mentored and instructed 20+ technical students through a comprehensive Lean Six Sigma certification course. Developed and implemented the Strategy Deployment (Hoshin Kanri) process for FY14 resulting in enhanced resource and capabilities management and strategic focus.

Rexnord (NYSE: RXN) is a leading worldwide industrial company comprised of two strategic platforms: Process & Motion Control and Water Management. The Aerospace Division of Rexnord falls within the Process & Motion Control platform. Rexnord has an established Lean Six Sigma Culture Modeled after Danaher Business Systems. ~$2 Billion Annual Sales /8,000 employees.As Lean Manufacturing Manager I successfully led the Lean Six Sigma initiative, modeled after the Toyota Production System, in a high-mix/low-volume manufacturing facility, resulting in improved on-time delivery, enhanced customer satisfaction and reduced operational expenses. Placed runner-up in the 2012 Rexnord Corporate Business Excellence Award for overall operational excellence, outperforming 80 operation centers worldwide. Coached and professionally developed highly motivated associates into valuable key contributors, including but not limited to technicians, manufacturing engineers, commodity managers and senior planners/buyers. Facilitated and directed the Strategic Deployment (Hoshin Kanri) process for the entire aerospace division. Supported New Product Development/Risk Management PPAP implementation including but not limited to SPC, FMEA, Control Plans, SIPOC, GR&R.

CR Bard, acquired by BD, was the worldwide leader in products that focus on disease management. C.R. Bard deployed Lean Six Sigma through a Corporate Six Sigma Master Black Belt. ~$3 Billion Annual Revenue / 12,100 employees.As Senior Quality Engineer I successfully led the Lean Six Sigma Improvement Team, resulting improved on-time delivery, enhanced customer satisfaction and reduced operational expenses. Operated alongside management to develop one-piece flow and heijunka production scheduling. Orchestrated all elements the Quality Management System in a dynamic and heavily regulated industry. Acted as Deputy Management Representative for facility external FDA, ISO, and other regulatory audits. Developed yearly strategic Quality Plans resulting in improved operation and quality performance metrics. Coached and professionally developed highly motivated Process, Manufacturing and Quality Technicians into valuable key contributors, including two direct reports and three indirect reports. Performed supplier and internal quality system audits to continuously improve operational performance. Managed elements the Quality Management System in a dynamic and heavily regulated industry, including the implementation of risk management; improving resource efficiency and reducing regulatory risk. Increased manufacturing floor space by 600 square feet creating the opportunity for new product expansion

Claymount Technologies Group, acquired by Varex Imaging Corporation, was a global leader in design and manufacturing of medical and industrial high voltage system components. Six Sigma culture guided by OEM Manufacturers including but not limited to GE Healthcare, Siemens Healthcare and Philips Healthcare. Managed the new product development, QCAP, process in conjunction with GE Healthcare. Traveled overseas to develop and manage quality standards for Asian and European facilities. Eliminated several top customer quality issues with sustainable CAPAs. Gained FDA approval for an X-ray component new product offering for sale in the U.S. Directed Six Sigma, SPC, Root Cause Analysis, Gauge R&R, and other quality tools for the entire organization. Led the United States RoHS compliance initiative resulting in hazardous material free manufacturing. Created an environmental health and safety training program for all new hires and existing employees.

The HNI Corporation (NYSE: HNI) is the world’s 2nd largest office furniture manufacturer. 4 Time Repeat Winner of the Shingo Prize of Excellence (2007, 2005 and 2003) and 6 Time Industry Week Magazine’s Best Plant Award (2007, 2006, 2005, 2004 and 2003) ~ $2 Billion Annual Sales /8,800 employees.Through various Engineering roles I successfully orchestrated Value Stream Maps and led over 30, Shingijutsu Consulting guided, Lean Kaizen Events. Acted as Project Leader for the largest product launch in the facility’s 50 year history, which was honored with the prestigious Building Operating Management Magazine Readers Choice Award in 2008. Implemented HNI Corporation Kanban benchmark for inventory management. Led and implemented the Toyota Quality Circle initiative for the entire plant. Traveled overseas and domestically to support and evaluate outsourcing initiatives. Initiated and led new product development, APQP, process for several product introductions.

FedEx Corp. (NYSE: FDX) provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce and business services.Maintained and managed best practice guidelines for the Ames, IA facility. Restructured the routes for the Ames, IA district, resulting in improved delivery times. Created an Ergonomic Report for executive management that detailed improvement opportunities.