Mike Barrett Email & Phone Number

Smackover Ar

P&L responsibility for packaging operations including blow and injection molding, product blending, filling, packaging, warehousing, and shipment of automotive lubricants in Smackover Arkansas and Kansas City, Kansas. Management staff including plant managers in both locations were direct reports. Operations included 4 injection molders, 2 blow molders and 8 state of the art filling /packaging lines that accommodated all package sizes from 55 gallon drums and 5 gallon pails to pints. Blending operations included 2 tank farms consisting of over 100 storage and blending tanks where batch blending operations were conducted. Product storage warehouses held approximately $8 million in diversified inventories and an average of 40+ trucks were shipped daily to customers. Accomplishments while in this position were :• reduced time from order placement to reaching the customer of approximately 4 days on average through creation of an MRP system using Excel spreadsheets (no canned system owned by the company) that automatically downloaded orders from the existing accounting system. This automatically improved procurement accuracy and allowed lower on hand inventory investment. This system accommodated over 500 skus.• reduced labor cost by 20% and improved line efficiencies 10% through application of lean concepts• reduction of complaints due to both quality and service issues by approximately 70% by optimizing equipment performance and re-training operators• ISO certification of the operation through stabilization, documentation of operations procedures and personnel training• Optimization of expensive additive component usage for an over $200k reduction in cost while still meeting all product specifications and not effecting product performance

Shreveport, Louisiana Area

$18 million annual sales. P&L responsibility. Direct reports were Supply Chain mgr., Engineering mgr, Operations mgr, Controller, Shipping Mgr, and H&O General Mgr. 88 indirect reports. 5 filling lines for various container sizes and packaging configuration. Installed and started a 2 line blow molding operation that conveyed directly to product fillers. This completed a fully automated filling line with very little human interaction from the raw material state to a finished ready- to- ship product pallet. System is now running over 90% OEE and has constituted a 15% reduction in product cost and shortened lead times for customers. Also, installed and implemented an MRP system (MAS 200) that was owned but not in use. This had a major impact on the cost of operations, inventory, and time to the customer. Major customer accounts included Walmart, Kroger, Walgreens, and many large brokers.

Crossett Arkansas

This was the largest plywood operation in the world. Two separate mills on one site. 850 union employees. Staff of 54 salaried people. This operation had not been profitable for over 10 years. After being on site for 2 months, studying the financials and economic climate for this market, and the needed investment to make this operation profitable, I along with our analysts recommended that this operation be closed to allow the remainder of the division, with newer more state of the art equipment, to be profitable over the coming tough times. Upper management agreed and the mill was shut down in November 2011. I was offered a plant manager position over another plywood mill in Lufkin TX but turned it down to return to Shreveport LA to be closer to family. While at this assignment, I had the opportunity to be trained in 'market based management" which is the Koch philosophy of how to successfully do business and , to some extent, how to live life. I also had the privilege of seeing this philosophy put into action daily by all GP employees.

Greater Memphis Area

Responsible for maximizing EBITDA through elimination of waste and growth of revenue in 14 extrusion blow molding operations generating $130 million in revenue annually. Complete P&L responsibility. Various manufacturing platforms provided products and services to large tier 1 customers (Frito Lay, Exxon Mobil, Conoco Phillips, Procter & Gamble, Lever Bros, Coke - Minute Maid, Auto Zone, ) down to very small businesses comprised of only 1 filling line. Customers represented the dairy, water, juice, food, chemical and automotive lubricant industries In addition to providing containers to our customers our company provided the service of assisting in the optimization of their filling line performance with the use of our products. Our effectiveness was measured by our customers performance and level of satisfaction. I built a highly efficient team of direct reports consisting of regional Engineering , HR, Customer Assistance, and 14 Plant managers that were able to:• drive a total operations cost savings of over $4 million through automation, streamlining of work systems, increased line speeds / labor efficiencies and optimization of raw material usage while still achieving fixed cost budgets. • drive exceptional improvement of customer filling lines• OIR reduction from 5.2 to 1.3 for the entire region. • implement systems that tracked and communicated KPI performance, • develop and execute a tactical plan to ensure the strategic vision of senior leadership.• build, man, train, and start up two new plants with highly successful results• integrate an acquisition of 6 plants successfully into our culture• design and implement a manufacturing excellence system throughout the region that was introduced and utilized in many of our customer's filling operations.• exceed EBITDA budget by more than 40%• create a work atmosphere that led hourly employees to voluntarily de-certify their labor union

Started in the Shreveport, La operation as Quality / Production Supervisor. Spent 1 year in this role and was promoted through 5 plants in different locations as Plant Manager with increasing responsibility and complexity of operations. Operating platforms included Graham wheels, Bekum shuttles, and Sidel, Husky, and Uniloy extrusion systems. Responsible for P&L performance in all operations. Largest operation was $15 million in annual sales with a total of 300 indirect reports. Customer base included Tropicana, Proctor & Gamble, Pennzoil, Quaker State, Castrol, Treetop, and many contract packagers for other tier 1 customers. While serving as Plant Manager, I served as project manager on 3 installation projects in other plants, all with outcomes that were under budget and finished on time or ahead of schedule.

Vicksburg, Ms

Responsible for all activities in the blending and packaging operations in one of four plants supplying the US. In this role I was responsible for one of three cost centers which included blending, packaging, verification lab, quality and outside operations including barges, railcars, tank farm, and waste water treatment 22 direct reports. Contributed to optimization of product formulations to improve cost effectiveness while ensuring that all specifications and requirements exceeded industry standards