INTEGRATED MANUFACTURING & ASSEMBLY (division of Lear, LLC) • Southfield, MI • 2013–Present One of the world’s largest suppliers of automotive interior systems and components. Plant Manager – Metals Division (2014–Present) Prepared, launched, and direct weld shop encompassing laser, MIG, and resistance welding. Introduce automation upgrades and process revisions. • Achieved 90% increase in equipment effective output [EEO] with 85% uptime. • Generated $2M cost avoidance through effective leadership. • Reduced head count more than half (187 to 80). Plant Manager – Detroit Service Center (2013–2014) Scope: Full plant accountability encompassing P&L, HR, production, manufacturing engineering, materials, maintenance, quality, health & safety Hired to turn around operations and restore profitability. Implemented lean manufacturing principles to improve work flow and reduce waste. Realigned work force for strategic operational diversity; removed redundancy in most job functions. Introduced “bottom up” concept to maintain efficiency. • Slashed $7.2M annual loss to $3.6M during first year. On track to break even at end of 2014. • Removed $1.4M excess materials inventory to lower cash reserve and convert to positive cash flow. • Commercially renegotiated inventory cost structure with OEMs for $300K profit increase.

Plant Manger – Dakkota Integrated Systems (continued) • Converted $75K monthly loss to $250K profit in one area; catapulted profitability from $400K to $1M in another. • Captured $586K cost savings by implementing multiple process changes. • Reduced scrap loss 454% in 8 months.Slashed cost of poor quality from $75K/month to less than $500/month. Restored Q-1 score to 1000 from low of 800.

Press Area Manager (2005–2011) Scope: Stamping, production, tool & die, plant engineering, quality, facility management, logistics — 650 hourly and salaried employees Propelled sheet metal stamping and subassembly operations to benchmark status by administering lean manufacturing principles and establishing culture of continuous improvement. Championed team concept and drove team-building initiatives. Revitalized customer and supplier relations. Earned the only “Top Achiever” designation among 12 operations managers in 2010. • Surpassed P&L goal of $2M in 2010. • Captured $3M in savings through creative scrap reduction initiatives. • Improved product flow and increased first-time-through yield from 98.7% to 99.8%. • Reduced number of warranty claims attributed to stamping process by 47%. • Instigated review of 20–30 suppliers to identify quality issues with incoming materials. • Delivered stamping operation’s launch of new Ford Focus under budget and 3 months early. Production Team Manager (2003–2005) Scope: — 140 hourly production employees Readied new press lines, established processes, and directed launch of 2 F-series truck models. Played principle role in developing Team Leader program designed to prepare staff for leadership positions. • Designated to lead 2-year project to prepare for, install, and launch 2,600-ton Schuler XL Transfer Press that increased EEO from 575 to 725 parts/hour. • Drove greater employee accountability by introducing process verification procedure. Production Superintendent (2000–2003) Scope: Press and subassembly — 3 production supervisors and 90+ indirect reports Provided leadership during transition from antiquated operations to contemporary equipment, methodologies, and processes. Fostered employees’ acceptance of inevitable culture change. • Increased production yields 54% by instituting Ford Production Systems [FPS]. • Realized $2.7M in savings through quality concepts that reduced scrap and metal re-work.