▪ Led operations following Wabash National’s sale of the Garsite Progress division, one of the largest manufacturer of aircraft refueling products in North America, to private equity. Full P&L responsibility for $40 million business.▪ Member of 3-person leadership team for the new business that created standalone procedures, migrated certifications/licenses, and integrated people, processes, and systems within highly aggressive 6-month schedule.▪ Spearheaded turnaround from $5 million loss to nearly breakeven ($200K).▪ Defined and implemented product standardization strategy; rationalized product portfolio and shifted company from 100% custom manufacturing to eight unique product lines with standard and custom options. Results include a 15% reduction in part costs, and significant decreases in lead time, cost-per-unit, inventory, and assembly hours.▪ Lowered inventory from $30 million to $8 million (WIP from $3.5 million to $1.7 million) without impacting revenue by implementing PFEP (Plan For Every Part). Boosted inventory accuracy from 75% to 99% by improving the supply chain process and standardizing the product mix.▪ Managed $7 million government contract; delivered 43 helicopter refueling vehicles six weeks early and exceeded profit goal.▪ Achieved the best safety record in plant history through peer-to-peer coaching and positive reinforcement.▪ Closed Ohio and Missouri facilities, consolidated all operations to Kansas.

▪ Served in advisory role, then retained full-time as this limousine and hearse company transitioned from a sales model to a sales and manufacturing enterprise. Led manufacturing operations in Missouri, Kansas, and Arkansas. ▪ Acquired 100,000 sq.ft. factory, directed the design, renovation, ramp up and launch, from securing business license, to setting up assembly lines, and full operation within nine months of hire. Consolidated from three plants to one.▪ Led lean implementation to reduce part shortages and overall inventory by 15%.▪ Slashed overtime 40% and improved line balance through daily metrics and inventory delivery system.▪ Generated 50% cost savings and enabled 100% insourced operations by creating a fiberglass manufacturing line.

▪ Full operations management and P&L responsibility for $100 million, 360,000 sq.ft. producer of engineered-to-order water pumps. Managed team of 150-185 United Steelworkers and 40 salaried employees.▪ Managed complex union contract negotiation resulting in a 5-year agreement and health insurance consolidation. ▪ Saved $2 million in capital and outsourcing costs by launching a CNC Council to strengthen productivity of 180 machines across 6 manufacturing sites. Built a team-focused culture of managing for daily improvement (MDI), sharing best practices and standardizing processes.▪ Implemented a state-of-the-art material handling and scheduling system that transformed operations, delivered correct materials to correct machines hourly, and improved annual fixed and variable costs 6%. ▪ Reduced recordable accidents 56% (from 18 to 8), delivered 42% YOY Warranty Reduction, decreased E&O inventory, and cut safety stock from $24 million to $21 million.

▪ Promoted to manage all facets of day-to-day manufacturing including operations, staffing, maintenance, machine shop assembly, test, paint, and shipping.▪ Turned around stalled, $16 million project to manufacture, purchase, and deliver 54 pumps for NYC; fostered positive client relationship, restored customer’s confidence in Fairbanks-Morse brand, and reduced lead-time by 45 days.▪ Drove a 10% productivity improvement by instituting overall equipment effectiveness (OEE) machine shop metrics.

▪ Led team of manufacturing engineers and machinists to execute daily production, continuous improvement, CNC programming, tooling/fixture design, routers, and production supplies. ▪ Doubled test capacity, eliminated bottlenecks, and improved OTD (on-time delivery) by managing a $2.6 million test floor expansion from concept to operation in five months.▪ Delivered 15% annual cost savings and boosted revenue attainment 8% by launching TPM (total productive maintenance) and leading dozens of kaizen events.

▪ Promoted to oversee end-to-end manufacturing execution for one of three final assembly lines, including staffing, troubleshooting, and delivery on objectives. Managed 50-member team.▪ Launched V-Rod sheet metal fenders, including implementation of new deep draw dies, laser fixtures, laser programs, gauges, hemming machines, and spot welders. Completed all FMEAs, IPPAPs, work instructions, control plans, job safety analysis, gauge R&Rs, capability studies, ISO 9001:2000 documentation, and training. Programmed 5-axis CNC lasers and ABB robots to reduce cycle time by 30%.

▪ Member of engineering team that built and launched new powertrain assembly line as part of a joint venture between Porsche and Harley-Davidson Motor Company. ▪ Cut warranty costs 85% ($300K/year) by designing/implementing a test system that eliminated engine leak issues.▪ Enabled $300+ million, in new annual revenue as a member of the team that launched HD’s 1st water-cooled engine; implemented state-of-the-art technologies.

▪ Selected as Project Manager on $6 million Flexible Manufacturing System installation; developed business case, secured budget approval from executive leadership, and completed on-time/on-budget. Generated more than $3 million in annual savings through additional capacity and efficiency.▪ Tripled productivity by creating $500K automated test system that ran 75 unique blowers without operator intervention.