Directed three wholly owned private label manufacturing sites with a total head count of 1,400+ employees with an annual payroll of $55,000,000/yr., overseeing annual Revenue of $776M (2023), resulting in a robust workforce aligned with strategic business goals.• Supported case ready fresh meat (beef, pork, and ground beef), Deli, Produce, Ready-to-Heat Entrees, and fresh cut fruit for Hannaford, Stop & Shop, Giant, The Giant Company, and Food Lion grocery retail DC’s• Orchestrated total annual production of 140M LBS of case ready beef, pork, ground beef, and ground beef patties• Negotiated procurement of $490M/yr in primal beef, pork, and trim for grinds.• Rhode Island fresh meat facility supported 402 retail grocery stores for Stop & Shop Brando Reduced Net Billing Variance YoY by $2M/yr; difference between Billing Recovery and Total Opexo Improved productivity by 5.9 LBS/DL-hr YoY• Third manufacturing site in Rhode Island produced Ready-to-Eat Deli Salads, Modified Air Package Salads, Wet Salads, Sandwiches, Wraps, fresh cut fruit, and Ready-to-Heat entrees.o Championed the use of new technology (Movable Bed Bioreactor) to modernize wastewater treatment system to ensure regulatory compliance and long-term viability; $9M Capexo Identified pricing irregularities with the retail Brands improving Net Billing Variance YoY by $9M/yro Cultivated total annual production of 40M Unit-LBSo Capital portfolio of $27M over two-year period.o Propelled productivity YoY by 4.1 Unit-LBS/Hr

Optimized and managed a diverse Team of senior Directors and Managers supporting Supply Chain, Procurement, Manufacturing, Distribution, Fleet Management and Routing, Real Estate, and Field Service Operations fostering cross-functional collaboration and operational excellence. Network was comprised of two manufacturing sites for coffee roasting, packaging, and distribution network to supply coffee, brewing equipment, and support products contributing to 49% of total annual revenue.• Supported, procured, managed demand/supply network, warehouse and distribution for affiliated product portfolio to include Single Serve K-cups, sugar/sweetener, creamer products, coffee service equipment, and co-pack network for Branded RTD products representing 51% of total annual revenue.• Architect for operational and supply chain support of new product innovation for two new RTD products (6.5oz retort can and glass to 13.7oz plastic bottle conversion) and 12 Limited Time Offerings (LTO’s) for ground and single serve.• Developed a pipeline for savings of an incremental $4,500,000/yr driven by purchasing innovation, packaging optimization, and productivity opportunities.• Supply Chain and Operations Teams identified $4,000,000/yr in annualized savings opportunities in 2022.• Staff and Direct reports: Director of Manufacturing and Engineering, Senior Distribution Manager, Senior Manager of Real Estate and Fleet Operations (DSD, Field Service, and company vehicle fleet), DSD/Field Service Route Planning Manager, Senior Manager Field Service, Senior Manager of Procurement, Packaging Engineer, with dotted line to Director of Research & Development and Finance Manager.

Reengineered Supply Chain, Procurement, Manufacturing operations across 4 manufacturing sites in Yuma, AZ, New Market, TN, Gainesville, GA, and Newberry, SC, driving operational excellence, cost savings, and strategic growth. Catalyzed a high-performing leadership team, directly overseeing Director of Supply Chain, Quality and Technical Service, Food Safety, Procurement, four Plant Managers, Sr. Human Resource Manager, and Corporate Engineer.• Manufactured and distributed hard/soft boiled eggs for retail and food service and Ready-to-Eat egg specialty products; annual revenue of $40M/yr.• Major customers included: Walmart, Costco, Sam’s, Eggland’s Best, Albertson’s, Safeway, HEB, Publix, and 7-Eleven.• Total HC 700+; by facility: Yuma, AZ = 300+, Gainesville, GA = 250+, New Market, TN = 80+, Newberry, SC = 80+• Directed the design and expansion of the New Market, SC, and facility to encompass the start-up of two ready-to-heat egg specialty production lines.• Navigated Covid-19 impacts on Food Service business, strategically managing a 30% revenue reduction by consolidating core product manufacturing operations to the Green Field Yuma, AZ, facility in Q2 of 2020, ensuring business continuity.• Successfully positioned Almark Foods for being acquired by Michael Foods in the fall of 2020.

Oversight of P&L management responsibility, demand/production planning, inventory management, engineering/maintenance, distribution, procurement, with dotted line responsibility for on-site R&D, human resources, and finance.• Provided customers a variety of protein hydrolysates in the Biopharma, Cosmetic, Medical, Infant formula, and Sports Nutrition with an annual revenue of $77,000,000 and gross profits of $26,000,000/yr.• Total facility HC = 130; Direct reports = 5 Direct Department Managers (Operations, Supply Chain, Maintenance/Engineering, Office Manager, Continuous Improvement Managers, and 3 Indirect Reports (Quality Assurance, Quality Control and Finance Managers).• Rebuilt Leadership Team and backfilled 12 critical positions in first year and aligned Leadership Team with corporate strategy.• Successfully engineered two major regulatory compliance projects to ensure facility long-term viability, in cooperation with New York Department of Environmental Conservation and US Environmental Protection Agency.• Site achieved a Safety milestone with 1,200+ days without a loss time accident.

Responsibilities included, but not limited to managing the sites Liquid Processing, Spray Dryers, Liquid Hot Fill can line, Dry Blending, Powder Packaging lines (5), and 0.9-gram Foil Sachets line (powdered flexible packaging) with Total Plant Powder annual volume produced in 2016 of 56,000,000 LBS. and Plant annual revenue < $1,000,000,000.• 200+ total headcount including two salaried Department Senior Front-Line Leaders, nine salaried Supervisors, and dotted line to three Engineers.• Met or exceeded the stretch Cost Initiative Projects goal for 2012, 2013, 2014, 2015, and on target for 2016; Total savings contribution = $24,000,000.• Improved employee engagement utilizing Lean Teams, visual controls, increase work orders submissions, Tier communication structure within MOS, and initiate KPI Boards.• Selected to lead the North American Corporate Lean Initiative from February 2013 to October 2013o Managed a Corporate Lean initiative focused on Indirect Labor and Plant Management for the 5 US manufacturing sites.o Identified side lift hi-cone for Retort Plastic Bottle product that resulted in a $1,100,000 annual savings opportunity.o Identified cost savings reductions yielding $1,000,000 in savings for the Altavista retort manufacturing site.o Dramatically improved foil sachet flexible package seal integrity for Human Milk Fortifier (HMF Gen 1).

I supported three manufacturing operations in Danville, IL, Columbia, MO, and Manhattan KS. The network of PepsiCo Quaker Oats plants manufacture food and snacks to include Quaker Chewy bars, Quaker Natural Granola cereal, Quaker Oat Squares, Aunt Jemima pancake mix, Quaker Rice Cakes, Quakes snack chips, and wheat germ. Direct reports include three Plant Managers and approximately 800 salaried and hourly employees.• Quaker branded products manufactured include, but not limited to; Aunt Jemima pancake mix, Granola Chewy bars, Natural• Successfully negotiated a 5-year contract with the BCTWG (Bakery, Confectionary, Tobacco Workers & Grain Millers International Union Local #347-G) in Danville, IL, achieving all corporate and local objectives.• Granola cereal, Oat Square cereal, Rice Cakes, Quakes Mini Rice cakes, and Kretschmer Wheat Germ.• Annual cost reduction initiatives during my tenure exceed $20,000,000 (Labor and Expense).• 2010 annual production plan = 346,000,000 LBS (two facilities running 24/7 operations).• Managed a capital portfolio of $18,000,000 (2008-2011) with an IIR of 18%.

Began as the Plant Manager in the Fort Worth facility in January 2007 and was promoted to the Director of Manufacturing for the West Region in April 2007. My responsibilities included P&L management, production, and distribution for three manufacturing facilities in Fort Worth, San Antonio, TX, San Bernadino, CA, and co-packing for various customers in California.• Combined facility headcount of 320+ employees (union and non-union), 3 Plant managers, 3 Regional support staff (Finance, HR, and Procurement) with an annual operations budget of $37,000,000 in 2007.• Annual volume of 95,000,000 case/yr of production, distribution, and transportation to customer network DC’s.• Conceptualized, Devised and Executed several capital initiatives totaling $18,000,000 to introduce new package innovation in the region (12oz can Fridgepack, 12oz can sleek Energy Drink, 500ml contour PET, 15.5gm - 17gm 20oz blow mold PET bottle, 500ml cold-fill Tea, and 16oz can Energy Drink).• Increased efficiency in the Fort Worth operations by 18% over prior year (2006 vs. 2007)

Consultant/Plant Manager Designee – Indianapolis, IN/Pittsburgh, PA (July 2006 – January 2007), Alcoa Operations Management Consulting GroupTeam member with the Alcoa Operations Management Consulting Group. Intention of the initial assignment was to learn the Alcoa Business System and transfer to a Site Leadership role within the global Alcoa manufacturing network.• Accelerated business results utilizing Alcoa Business Systems in a variety of business units:• Alcoa Primary Metals Smelting Operations, Rockdale, TXo Reduced downtime by 14% and increased consistency of batching and expected draw.o Developed standardized work for batch recipe management for smelting operations.• Alcoa Fastening Systems - Automotive, Piedras Negras, Mexicoo Participated in a bi-lingual Kaizen event to reduce waste and downtime on a wire harness assembly line.o Sustained reduction in downtime by 38% through operator involvement and participation.• Alcoa Closure Systems International, Crawfordsville, INo Participated in a Kaizen event to focus on reduction in changeover downtime.o Achieved a sustainable improvement of 22% vs. previous baseline.o Define and implement standardized work to reduce downtime

Director of Operations – Indiana Coca-Cola Enterprises Inc., Indianapolis, Indiana (October 2001 – May 2006)• Managed two facility operations with 45 Million cases of production, sales warehouse, and transportation; facility headcount of 200+ employees (union and non-union), 7 direct manager reports, and 22 supervisors• Increased overall Indianapolis plant efficiency from 78% in 2001 to 88% YTD 2006• Increased plant production volume by 55% from 18 Million cases in 2001 to 28,000,000 cases in 2005 for the Indianapolis operation• In 2004 and 2005 the overall budget favorability vs. plan was in excess of $1,400,000• Team leader for the design and installation of a new Dasani production line ($11,000,000 in Capital spend, 6,500,000 case capacity)• 2nd chair on negotiating Team for the Indianapolis facility; ratified a 5-year contract with Teamsters Local 135• Participated on the Corporate Diversity Council; set Company direction for diversity initiatives.Director of Operations – Missouri Coca-Cola Enterprises Inc., Maryland Heights, Missouri (September 2000 – October 2001)• Managed two manufacturing operations with 31 Million cases of Production volume.• Successfully implemented a new 5-year contract, with Retail Wholesale Department Store Union, Local 125.• Managed the closure of a union facility in Mattoon, Illinois, due to volume reallocation and sourcing changes.Senior Operations Manager Coca-Cola Enterprises Inc., Memphis, Tennessee (July 1997 – September 2000)• 25M cases production with a facility headcount of 160+ employees (non-union), managers (6 direct reports), and (10) supervisors.• Improved total plant line productivity from 68% to 89.33% YTD 2000 during 3-year tenure (currently the highest bottle only production eff% in CCE and 1st in overall efficiency for all plants).• Managed a $7,000,000 capital portfolio over a 3-year period with an IIR of greater than 14%.

Responsible for all plant operations including, but not limited to, strategic planning, capital spending and planning, budget development, sales, and customer product development.•Improved export and domestic customer relations and confidence by conducting on-site plant tours, audits, and quality focus meetings (AIC/Jusco, B.M. Lawrence, Nupac International, Seicomart, SuperValu International, and Certified Grocers).•Increased public sales by 6.3% in 1996 through new business in both domestic private label and export channels.•Dramatically improved interplant relations through plant-wide Team Meetings and implementation of a true open door policy. •Successfully negotiated a new 5 year contract which included: 4x10 work week, wage and pension increases commensurate with the cost of living and H&W cap of $450 over 5 years.•Improved plant efficiency from 67.5% to 81.3% through Capital project execution, organizational improvements, leadership, and direction.