• Improved day to day activities of maintenance department and wastewater treatment plant work through positive communication daily with production supervisors and employees, empowerment of employees to make decisions, regular follow up on issues. Doubled work orders completed weekly, and kept 100% callout response for all maintenance issues. • Reversed out of control plant M&R purchasing by implementation of blanket purchase orders, monthly spot checks on parts, email approval of all blanket purchases, and weekly interaction with part vendors. Last 6 months of 2014-2015 M&R budget average 2-3 % under plan with final cost versus plan at 98.9% for fiscal year. Reduced time to manage M&R purchasing by 80%.• Setup first stage of 5S program in plant maintenance stores room. Reduced plant drive belts stock by 73% (109 to 29) through elimination of un-needed belts and setup of proper min-max levels. Freed up 10% of stock room space. • Implemented a failure tracking system for equipment downtime and root cause of downtime. Tracked daily and issued monthly reports. Showed through data that between 50-70% of downtime was attributed to plugged, backed up, improperly cleaned/operated equipment. Data helped achieve buy in from Production group on routine scheduled cleaning.

• Daily interaction and management of Maintenance work requests, PM, and project work. • Setup a vibration checking system with the Production Department. Purchased vibration pens, trained Shift supervisors on their use, setup standard for notification and shut down requirements. Process caught 5 different potential bearing failures in first year that could have shut plant down (allowed plant to plan outage in advance).• Saved over $25k annually by elimination of a redundant shop balancing of rotary mill assemblies through use and verification of factory balanced hammers. • Saved a $100k, 1000hp blower motor by shutting down and replacing a drive bearing showing unusual vertical vibration. Investigation of bearing found a small ding on race thought to have been caused from an improperly grounded welder.

Purchasing Agent (2011 – 2012, Borger, Texas)• Improved plant department’s ability to track spending by implementing a real time cost tracking report in plant CMMS system (MP2 by Infor). This report gave real time committed expenditures vs. monthly corporate purchasing report. Technical Superintendent (2009-2011, Borger, Texas)• Improved plant PM Program resulting in 75% increase in plant technician “hands’ on” with equipment. Done through strategic staging of pm tools, lubrication, and consolidation of tasks.• Improved plant vibration route effectiveness through hands on inspection of existing routes, times to complete, review of past data and changing frequency of checks to reflect actual run conditions. Implemented changes increased equipment checks by 500% weekly (30 to 152 per week). Reduced time needed to do routes from 5 days to 3 per week, freeing up 1 day for reports, and 1 day for follow up work or release to plant Maintenance group for other work.• Developed and released written procedures for plant CMMS Program (MP2 from Infor).• Defined, planned, and implemented $300k, 4 year change out of plant product mixers to eliminate failures due to chemical attack. Project resulted in elimination of plant mixer failures due to metal failure, and resulted in a 75% reduction in downtime to replace mixers through standardization of mixers across the plant.Maintenance Superintendent (2009-2010, Borger, Texas)• Improved maintenance supervision – union membership interaction through effective listening to employee’s concerns, implementing the best ideas (whomever they were), and making myself available daily. Had zero grievances filed against me in my 9 months as Superintendent (best plant record).• Improved plant work order/time keeping documentation in CMMS system from 48% to 90% in 3 months through effective communication of need to document work and how that data can improve plant equipment reliability.

• Developed $5 MM, 4 year project to upgrade 2, 10 filtration system. Convinced Corporate Management to implement this project over a complete replacement project ($5MM vs. $10MM). Completed first three phases of project 10% under budget. Zero recordable accidents during all three phases. • Developed, implemented, and completed $200k lead abatement project on 2 storage tanks. Exceeded all OSHA requirements. Completed on time, in budget. • Developed and implemented project replacing 4, 40 HP and 1, 100 HP dust conveying fans on plant dryers with 1, 200 HP fan. Resulted in improved dryer suction, elimination of 60 HP of power draw on plant, and reduction from 5 centrifugal fans to 1.• Developed a project to split a 6 compartment dryer exhaust filter unit into 2, separate 3 compartment filter units. Developed to increase plant production capacity by 10% through segregating product dust from plant dryers and circulating back into production. • Designed, built, and installed an oversized pelletizer for testing for future plant expansion. Mixer showed improved pellet qualities (shipping parameters of product stability and size) over existing equipment. • Assisted with Plant Safety and Environmental responsibilities

• Worked as one of 4 staff engineers overseeing engineering projects.• Implemented design and cost savings projects.