• Responsible for implementing Pentair Integrated Management System (Lean) in a custom industrial control panel manufacturing facility with 140 employees and $50M annual revenueo Initiated weekly Problem Solving Club with team leads and key personnel to learn about and implement Lean, Six Sigma, Theory of Constraints and other problem solving conceptso Instituted daily gemba walks with key metrics monitored by members of each cell in all value streamso Led annual strategy deployment and transformation planning events with plant management and conducted monthly reviews to monitor progress to plano Successfully reduced lead time of a custom product line from 97 to 14 days by utilizing value engineering, modular design, kanban and pull production conceptso Increased annual Pentair corporate Lean audit score from 0.83/4 in 2014 to 3.14/4 in 2016• Responsible for all aspects of Quality Assurance and Quality Controlo Created Quality Management System in alignment with ISO 9001:2015o Established NCR reporting system and implemented Material Review Board to regularly disposition nonconforming product and perform root cause/countermeasure analysis for all customer defectso Worked with approval agencies to ensure all product and process requirements were met and performed quarterly audits with CSA, ETL, UL and FM• Completed two-month bubble assignment as Operations Manager for entire facilityo Directly managed staff of 57 operatorso Responsible for daily production and increased on-time delivery from 89% to 94%

• Responsible for developing and implementing a Stage Gate process for New Product Development from initial business justification through to product commercialization o Defined all templates and activities required in each stage of the product development process o Instituted a formal gate review process with clearly defined roles and responsibilities and judgment criteria o Developed and managed a structured new idea submission database open to all members of the organization• Managed the development of 2 new products and 11 product enhancements o Created and maintained project schedules and budgets o Managed cross-functional project teams, either functional or autonomous depending on project complexity o Routinely facilitated executive management project gate reviews and recommended advancement decisions

• Responsible for training Cameron employees in Lean Introduction and Green Belt workshops o Trained 94 employees in Process Improvement Workshop o Trained 54 employees in Green Belt Training• Mentored Green Belts through the DMAIC project process from initial problem definition through financial realization o 12 projects closed for $2.5MM in total savings• Performed Lean Assessments of manufacturing facilities and established Lean Six Sigma strategic project portfolios

• Responsible for on-time delivery of down-hole drilling tools to field operations• Completed various Lean Six Sigma projects focusing on cycle time reduction, 5S, failure reduction, cost savings and/or throughput increases o Implemented work order kanban release system to facilitate one-piece flow production o Worked with vendor to perform process capability analysis and adopt statistical process control for their machined parts to reduce failures o Reduced cycle time of a $500K asset by eliminating redundant process steps and working with engineering to redesign many components using DFM principles