Four Squares is a York-based enterprise which proudly holds certifications as Service Disabled Veteran Owned & Minority Owned Business. Our core expertise lies in community development, construction, and property management. The capstone of our belief is that revitalizing our neighborhoods transcends individual benefits; it enriches our entire community. We are dedicated to not only enhancing the physical landscape but also nurturing the social fabric of our neighborhoods. We are driven by the conviction that cultivating pride in our homes and community stems from our sense of ownership. We work diligently to craft an accessible path to homeownership, striving to make it both attainable and affordable for the residents of York City.

- Assist distressed property owners with the selling of their homes in order to maintain their dignity through difficult situations- Fix and Flip houses- Buy and hold rental properties- Provide quality, affordable housing to underserved community members

• John Maxwell Team Independent Certified Keynote Speaker, Trainer and Executive Coach• Partner with businesses and educational institutions to design and deliver professional development and leadership curriculum to employees• Guest lecturer for North Carolina A&T State University Department of Leadership Studies• Deliver leadership centered keynote addresses for corporate and educational conventions

Reported to the President & CEO, dotted line accountability to the Board of Directors providing operations leadership and strategic planning for the manufacturing operation. Full P&L responsibility for operation consisting of 500 union and non union employees across 4 manufacturing facilities in Pennsylvania and Wisconsin• Developed and implemented New Employee Onboarding and Skills Based Wage programs to better align employee skill sets with company needs and objectives• Reorganized the operations leadership organizational structure to optimize the skill sets of the leadership team and better facilitate the flow of information and material throughout the organization• Increased cross functional collaboration between business functions by developing internal customer / supplier relationship structure• Successfully managed plant consolidation and subsequent relocation of manufacturing capacity, equipment and material to York, PA

Reported to GM of Western Region, dotted line to President of Global BCS Operations providing curtain wall systems, store front and glass vent products for large-scale stadium and high-rise building projects to Western Canada and USA customers, Full P&L responsibility for $54M facility with 260+ union and non union employees across multiple departments including EHS, Front End / Commercial Team, Sales, Finance, Quality, HR, Production Control, Operations, Continuous Improvement, Procurement, Maintenance and Engineering • Created and implemented operational productivity, customer service, quality, equipment reliability and employee engagement improvement strategies that resulted in an increased EBITDA Margin from 1.7% in 2014 to 7.4% in 2015• Increased employee engagement from 54% in 2014 to 69% in 2015 by cultivating trust in location leadership through team building, reward and recognition, community involvement, wellness and other corporate inclusion initiatives• Created synergy between sales, production control and operations to improve Net Promoter Score (customer satisfaction survey) from 56% in 2014 to 66% in 2015 which was the highest score in KNA• Developed commercial and manufacturing strategies to increase market share in Western Canada and Northwest USA Regions and executed through the disciplined execution of lean manufacturing, and Alcoa Business System methodologies• Optimized capital expenditures to improve operations, drive EHS value, and deliver growth products• Created and implemented professional development and succession plans for staff members to ensure continued successful operations• Identified as top talent by BU leadership to attend the Alcoa Leadership Fundamentals Program to network and learn from Alcoa Executive Council members and other high potential talent

Reported to the GM and VP of NA Operations supporting up to 740 employees across multiple departments including safety, quality, operations, quality, continuous improvement, maintenance and engineering providing custom curtain wall systems, store front and glass vent products for large-scale building projects to Easter USA and Canadian customers, Main point of contact for business leaders including Site Operations Manager, HR Manager and Front End Manager• Applied knowledge and skills in EHS to drive disciplined systems and significant reductions in recordable injuries and first aids• Managed daily P&L as well as $1.5M annual Capex budget to sustain and improve operations• Led project to increase operational productivity 55% by creating flexible workforce and focused kaizens to reduce non value added activities and improve work flow throughout all departments resulting in $620k reduction in hourly labor expenses• Increased employee engagement 37% by creating transparency in management decisions and leveraging suggestions from employees to drive improvement and achieve business objectives• Provided leadership and coordinated strategic business initiatives required to drive process improvement throughout the manufacturing operations in pursuit of operational excellence• Improved customer PPM 53% through creation of standard work processes and strict adherence and accountability to documented quality procedures• Increased MTBF and equipment reliability through implementation of TPM, PM Optimization, RCA and predictive maintenance techniques

Reported to the Director of ATF supporting up to 1200 employees across multiple departments including safety, operations, quality, engineering, continuous improvement, Test and FPM operations, providing Heavy Duty Diesel Engines to Fortune 500 automotive and industrial OEM’s such as Paccar, Volvo and John Deere, Main point of contact for business leaders including VP of Operations, Plant Manager and Location Lead Team• Managed ISX Business through volume ramp from 205 engines/day to 460+ engines/day• Partnered with location leadership, Jamestown Community College and University at Buffalo to develop and implement a site wide Cell Leader non-exempt organizational structure resulting in a best practice that was implemented in several NA locations• Led three organizational development six sigma projects that resulted in $882k of cost savings• Led safety quality, efficiency and budgetary management/cost control for ISX Assembly Operations• Led/facilitated Ops Excellence initiatives throughout the business (Schedule Attainment, 5S, A3, Lean)• Promoted culture of relentless improvement, teamwork and accountability throughout the business• Developed, coordinated and facilitated professional development opportunities for ATF team members

Reported to the Director of Engineering supporting up to 1400 employees across multiple departments including assembly operations, safety, machining, paint, engineering, quality and sales, Main point of contact for business leaders including GM, Director of Assembly, and other location lead team members• Set goals, developed and implemented programs to achieve business and plant objectives• Managed technical resources to deliver sustainable improvements in equipment reliability• Monitored and controlled costs to operate department within financial and budgetary guidelines • Identified professional development and training opportunities to support department and plant goals• Analyzed trends, initiated root cause analysis (A3) and identified continuous improvement opportunities

Completed over 350 hours of leadership, business development, customer focused operations, finance, engineering fundamentals, lean manufacturing and six sigma training curriculum coupled with rotational, practical application of these skill sets in 4 locations spanning USA and UK• Six Sigma, CTT - Charleston, SC (11/2008-6/2009) Minimized managed expenses and percentage of VG production turbochargers that were hot tested without negatively impacting BIS quality levels• Manufacturing Engineering, DAV - Daventry, United Kingdom (5/2008 – 11/2008) – Decommissioned Rapier Maintenance Management System and implemented Maximo created and delivered team specific work instructions, developed automated reports and electronic and on board that improved maintenance response times resulting in increased equipment availability.• Shop Operations, JEP - Jamestown, NY (8/2007 – 5/2008) – Managed several operations departments, participated in capacity expansion projects and developed Audit Team operator certification documentation• Global Manufacturing Engineering, CEP - Columbus, IN (11/2006 – 8/2007) – Facilitated four Kaizen Events at 3 different Cummins’ locations, participated in line balancing and capacity expansion activities at CTT, Led Dakota Engineer Program Disposition activities that generated over $1M of scrap revenue