Plant Manager | 20101. Led all aspects, including a $48M operating P&L, at this plant with 90 employees and sales of $55M per year. 2. Reduced the plant’s sales backlog by 37%, or $10M, in nine months. 3. Improved Mako Breathing Air Systems product lead times by 50% during 2010. 4. Reduced direct product materials cost by $250K in 2010 via low cost country sourcing and vendor negotiations. Production and Engineering Manager | 2007 – 20101. Implemented Lean manufacturing in all areas of plant operations; reduced inventory by 20%, improved on-time delivery by 25%, and created 20K square feet of floor space.2. Reduced materials cost by $600K during 2009 through low cost country sourcing and vendor negotiations.3. Relocated two product lines into the PTC facility during 2009 (Elmo Rietschle Systems and Mako).4. Led safety improvement efforts; achieved the lowest incident rate (zero) among 10 peer sites in 2009.5. Restructured shop floor leadership and streamlined reporting structure; improved direct labor efficiency by 10%.Engineering Manager – Centrifugal Blower Strategic Business Unit | 2001 – 20071. After an acquisition, relocated Hoffman Air and Filtration business from Syracuse, NY to PTC in 2003. Also developed SAP Product Configurator for eight models in the Hoffman product line.2. Reduced combined engineering headcount from 16 to 10 following the Hoffman acquisition; saved $360K annually.3. Spearheaded engineering efforts in successful ISO 9001 certification effort for the PTC plant in 2003.Plant Engineering Manager | 1999 – 20011. Reduced engineered product backlog 75% within two months of assuming responsibility. 2. Managed completion of SAP order configurator; improved order accuracy by 25% and engineering lead time by 75%. 3. Within one year, increased accuracy of engineering department bills of material and routers by 45 points to 95%. 4. Implemented Lean workplace initiatives; saved $150K annually.

1. Led 28 people in three departments: engineering, tool and die, and maintenance. Responsible for all product engineering and plant capital projects in a matrix-style focus factory environment. 2. Led design and prototype of new product projects totaling $5M in new sales. 3. Managed support of five Kaizen Blitz events and three Single Minute Exchange of Die (SMED) events, including SMED project on multi-spindle drill that reduced set-up time by 98% (six hours down to six minutes). 4. Procured and installed $850K CNC grinder capacity expansion and procured $1.1M stamping press line. 5. Developed plan, budget, and bid documents for relocation of Statesboro plant to Sumter, South Carolina and Monroe, North Carolina plants. Managed this project in MS Project; plan had 1500 activities.

1. Assistant Superintendent – Mechanical Maintenance | 1994 – 1997 | Managed two area maintenance shops, directly supervised four salaried supervisors and indirectly managed 70 hourly mechanics.. 2. Assistant Superintendent – Chemical Department | 1992 – 1994 | Managed a 24/7 operation with four shifts and 28 people. In charge of three black liquor recovery boilers and mill salt cake inventory management. Served as Chairman of the Departmental Gainsharing Committee. 3. Acting Area Owner – Lime Kiln and Recausticizing | 1990 – 1992 | Managed all area operation including three 200 tpd lime kilns and recausticizing area. 4. Project Engineer | 1988 – 1990 | Major capital projects included procurement of a 26 megawatt steam turbine ($4.4 M) and a 2500 SCFM (standard cubic feet per minute) air compressor/dryer ($600K).

Designed tooling and fixtures for field machining activities. Assisted with field machining services.