Ensured safe and reliable operation of ten manufacturing sites. Managed 10 to 12 direct reports and over 400 indirect reports. Responsible for an operational budget of over $50,000,000. Drove continuous improvement through Lean manufacturing projects, Maintenance Excellence Work Process (MEWP), and capital planning. Created and executed short-term and long-term goals aligning to company’s strategic vision. Guided and drove safety culture at sites through near miss reporting and root cause analysis/corrective actions. Maintained OSHA STAR site ratings and drove to bring all sites to STAR status.Created continuous improvement culture to ensure products met or exceeded customers’ expectation. Ensured ISO 9001 and 14001 certifications were on track for all sites. Supported sustainability program and ensured sites operated within permit limits. Created collaborative cross-functional teams to maximize alignment and support of projects, ensuring delivery of projects on time and within budget. Collaborated with marketing to develop new food-grade opportunity at three solar sites to increase site contribution to EBIT.• Designed $26,000,000 capital and implementation plan to consolidate four sites into two.• Negotiated new lease agreement to save more than $14,000,000 over length of contract.• Led closure notification at three sites.• Delivered over $2,500,000 in savings at implemented solar sites in one year through improved asset utilization (OEE), reduction of scrap, and energy savings.• Reduced maintenance spending through preventative maintenance (PM), wrench time improvements, and storeroom practices.• Led recovery from Hurricane Joaquin. Organized resources to complete damage assessment. Directed negotiations with design build company for over $30,000,000 dock repair/replacement.• Managed $7,700,000 project to separate business and operational networks, impacting over 20 company sites and including installation of new equipment.

Managed 10 to 12 direct reports and 30 indirect reports. Responsible for over $500,000,000 in spend. Led team through goals and KPI reporting. Created high-performing procurement organization delivering savings through total cost of ownership program. Oversaw vendor relationships and reduced risk of supply interruptions. Researched and implemented tools to provide spend visibility. Developed positive relationship with vendors to deliver innovations differentiating products. Ensured completion of short- and long-term strategies for major product categories and directly negotiated complex, high-profile agreements. Delivered ongoing business intelligence on pricing impact to products and sites. Collaborated with marketing and sales to ensure alignment and delivery of PM&I requirements for new products/innovations.Aligned with operations on capital deployment plan to ensure maximum leverage of spend. Participated on segment P&L teams to ensure total alignment across functions. Collaborated with K+S (parent company) to deliver MM blueprint for SAP according to timeline. Designed and implemented centralized procurement organization. Developed strategic procurement groups in packaging materials and ingredients, technical and site services, shared services, and expertise center segments. • Increased strategic FTE from 10% to 50%, improving team savings from $1,000,000 to $10,000,000, and managed spend from 30% to 65% in less than 24 months.• Worked with VPs of manufacturing and operations to move capital and MRO negotiations from sites to centralized procurement, allowing organization to leverage spend for first time.• Gained support from business unit VPs to move raw material and service spend from marketing to procurement.• Reviewed and selected tools to increase team’s efficiency and effectiveness.• Evaluated and implemented spend analytics tools to provide best-in-class analysis and data transparency.

Created new, high-performing operations procurement team for Americas. Managed ten direct reports, with 40 indirect reports. Gained alignment with sites through service-level agreements. Supported site and business goals for process excellence and provided metrics. Delivered savings on delegated spend at site level to maintain flat cost structure. Supported accounts payable team to drive escalated invoices down. Implemented processes and corrective action to prevent reoccurrence. Led implementation of technology to improve spend disability and improve self-serve capabilities at site. Oversaw project to reduce DPO through extending payment terms and obtaining discounts for shorter terms.• Reduced budget by 8% over previous year.• Served as Business Service Center (BSC) and hands-free project leader, focusing team on automation and process design on indirect purchases due to complexity and customer breadth. • Initiated service-level agreements with sites and developed KPIs.• Improved team savings from $2,000,000 in 2005 to $8,000,000 in 2006 and $13,000,000 in 2007 and 2008.• Identified over $14,000,000 in savings and addressed significant spend visibility gaps in manufacturing, finance, and procurement reporting.• Received Vice President’s Award for “Hands Free” project leadership.• Delivered a savings of $13,100,000 vs. goal of $10,300,000.• Days Payable (DPO): Shifted payment terms from 30 days to 45 days and delivered $79,200,000 vs. target of $53,600,000. Improved payment terms 47.7% above target to net 45- to 60-day terms.• Supported sites through SLA agreements, ISO certifications, and MRPII Class-A.• Received Vice President's Award for leading Hurricane Response team. Developed escalation process to manage force majeure issues and hurricane support.• Supported outsourcing request of SAR plants and initiated concept to reduce or eliminate need to regenerate spent acid.

. Implemented 5S in paraloids (KAC) and distilled MMA units (KB). Led implementation of safety journey, resulting in over four years OII free at KB and over one year at KAC. Improved operator involvement through safety team and morning meetings. Implemented “safestart” program to improve personal awareness. Modified process to reduce costs by 17% through headcount reduction and shift changes. Developed KAC and KB portion of coatings transition. Brought asset utilization to all-time high of 77% (increase of over 5%) in under one year. Achieved MRPII Class-A metrics through collaboration with supply chain and improvement in IRA.

Led Houston sulfuric acid recovery plant team which increased operational asset utilization from 78% to 88% over 3 years. Team was increased time between shutdowns by finding technical solutions to bad actors. Initiated HR Atomization project which improved atomization and realized approximately $1MM in energy and maintenance savings. US Patent granted June 4 2002 for co-inventing process for generating recoverable sulfur containing compounds from a spent acid stream.

Production Engineer and Expert for Sulfuric Acid Units, 1993-1996. Provided engineering support to sulfuric acid recovery unit to improve profitability, reliability, and quality of products. Assisted maintenance and project engineering to maintain and modify equipment. Completed capital projects on time and within budget. Implemented asset utilization tracking tool and identified improvement opportunities. Modeled process to help identify bottlenecks. Supported site to deliver environmental, health, and safety goals. Set production rates/targets in collaboration with supply chain. Conducted process and project EHS reviews. Reduced maintenance costs from $288,000 to $42,000 annually on atomizers

Tech Service Engineer for BMA and IBMA, 1991-1993. Investigated ongoing polymerization incidents and identified ineffective inhibitor under reaction conditions. Defined new sequence for adding inhibitors, completed procedure changes, trained operators, and eliminated issue. Led ISO effort. Completed required documentation and trained operator and foreman. Increased distilled BMA rates by 12% and increased purity to 99.9%. Initiated project to sell waste stream (sodium bi-sulfate) to local company. Completed enthalpy balance and corrected errors on "FURNBAL" used to model spent acid feeds into sulfuric acid recovery unit.MACON Start-up Engineer, 1990-1991. Tech Service Engineer, 1988-1990. Reduced waste oil disposal cost by $200 per year by identifying alternative disposal method in collaboration with environmental team. Completed hydraulic study and model of methyl methacrylate cooling tower. Supported methyl methacrylate de-bottlenecking project. Completed HR simulation and automation packages. Developed heat and material balance for spent acid streams fed into furnace, with model used to determine rates used in Monte Carlo simulation of multiple units.