Brian Alberts Email and Phone Number

Responsible for leading my team to deliver committed savings in line with business goals and objectives, develop and implement a corporate reliability strategy across the global manufacturing footprint, develop & implement a global CMMS strategy, and set standards for & govern adherence to SAP Plant Maintenance master data.● Exceeded global cost savings stretch targets in 2019 and 2020; 2021 on pace to meet/exceed target● Secured commitment to implement reliability strategy by the end of 2022 from all (~70) facilities● Developed comprehensive leader implementation guide to enable plant managers to prioritize, sequence, resource, and support the implementation of manufacturing excellence programs (LEAN, OPEX, Reliability, Six Sigma, etc.)● Developed & deployed management infrastructure to ensure strategy implementation was on track, along with a program maturity model to enable continuous improvement in manufacturing excellence strategies● Integrated reliability with the operational excellence program to enable an accelerated and more sustainable implementation● Designed and implemented global loss bridge tool that provided increased visibility to global operational performance resulting in better ability to leverage global scale● Developed SAP Plant Maintenance design blueprint that would later inform the foundation of design for the global SAP upgrade● Integrating reliability into Industry 4.0 through the development of a digital twin for reliability proof of concept● Developing reliability KPIs to link reliability strategy implementation/improvement to business value delivery.

Maintenance Manager - Neenah Cold Spring FacilityResponsible to lead my team to deliver breakthrough results in Safety, Quality, Delivery,and Cost. While building talent and growing team engagement and enablement.● Direct supervision of a 100+ person team of hourly and salary individuals.● Led the department to 4 safe years by developing a culture focused on personalresponsibility and peer feedback● Reduced maintenance spend by 13% ($3.2MM) while supporting a volume increaseof 11%. This is a 23% $/Su reduction in maintenance cost.● Increased team enablement by 12% (60% to 72%) while maintaining anengagement score of 75%.

Cost Transformation project lead. Responsible for the identification and implementation of cost savings initiatives for the Kotex brand. Provided leadership for cross functional teams to implement cost savings programs.● Provided direction to a team of six engineers and scientists.● Programs resulted in savings of $3.2 Million in 2014● Managed capital and expense budgets that exceeded $4 million in 2014● Three U.S. Patent Applications granted● Led a productivity effort that resulted in a 18% production increase and a 40% waste decrease on a business critical machine. This effort allowed the business to maintain key customer service levels.

Responsible for providing leadership to team of engineers to execute capital projects, cost savings programs, and productivity efforts.● Mechanical Engineering lead for the procurement, installation, and commissioning of two converting assets. Provided direction to team of 6 engineers. Total capital and expense budget for the project exceeded $40 million● Engineering lead for major product improvement project. Progressed project through explore and investigation stages. Provided direction for 5 engineers.● Led multiple teams within the life cycle maximization team. Identified and implemented several OEE improvement programs.

Responsible for providing mechanical and process engineering leadership to improvesafety, conversion cost, OEE, and reliability for three feminine care pad convertingmachines.

Responsible for providing mechanical engineering to design, develop, fabricate, install, andcommission new equipment to support new product development, product improvement,and cost savings programs.