Recruited to provide full P&L and Operational leadership to the Rockies division of the newly formed PE Company. Focused on business transformation, including P&L improvement, Quality, Delivery and Cost transformation. 8 direct reports, and 300+ people. Primary operations include Engineering, Fabrication, Assembly, QC, Supply Chain and Project Management. Replaced CEO of legacy Rockies and Mid Con.• Improved EBITDA from 3.1% to 7.1% in year 1, to 11.8%, 380% improvement in 3 years • Reduced TRIR from 5.62 to 1.36, implementing JSA, Behavioral tools and personnel accountability• Developed Capacity Planning capability to ensure labor and load were balanced over next quarter• Implementing Policy Deployment, focused on increasing GM 100% with focus on pricing, cost containment, and labor productivity• Introduced financial tools to look at cost leverage, activity adjusted for volume through the footprint• Productivity increased from 41% to 89.25% from implementation of Lean and Automation• OTD from 30% to 98%, avg. days late less than 5• Quality improvement on First Pass Yield from 62% to 99.3%• Improved Closed Order variances from $600-$700k unfavorable per month to favorable $150-$200k per month

Recruited to lead a business transformation focused on Delivery and Cost of the manufacturing and supply chain areas. Reported to President of Pressure Control. Led 4 Direct Reports and 300 people in the organization. -- Developed manufacturing roadmap to achieve high volume efficiency in job shop environment, through extensive use of Lean Mixed Model Methodology.-- Optimized profitability for a $300MM service business. Maintained equipment margins through the downturn by re-sizing the business, and leveraging supply chain savings through local and LCC negotiations.-- Led centralization of manufacturing to Houston, integrating 16 facilities for $7MM bottom line savings.-- Developed the company’s first aftermarket revenue stream, capitalizing on new regulations requiring testing and recertification of gas storage systems for $10MM in new revenues at 50% margins. -- Cut costs 65% on a 43% loss in revenues from rig shutdowns, maintaining 21%+ margins.-- Negotiated customer-focused, well-aligned supply agreements on 80% of spend, delivering 8% per year in cost reductions through LCC (low-cost country) suppliers as well as a $34MM+ inventory reduction. -- Integrated S&OP process with demand segmentation, enabling inventory and manufacturing strategies by product family. Leveraged VMI, consignment, and warehousing of LCC product using Kanban pull systems.-- Led closure of Bakersfield, CA manufacturing facility 3 months ahead of schedule with $9MM in savings annually by absorbing production into Houston with minimal to no cost increases in the Houston facility.-- Reduced under absorption from $43MM in 2014 to $22.5MM in 2015 to $1.8MM in 2016.-- Delivered total cost savings to date of >$50MM.

Honorably dischargedServed in Desert Shield/Desert StormHighly Decorated Veteran