Responsible for leading all plant functions of Knoxville production facility including 7 staff managers and over 130 employees Increased EBITDA $ and % of revenue each year from 2014 to 2018 Improved OSHA TIRR from 2.5 to 1.5 in 2018 Improved on time delivery percentage from 82% to 95% Increased sales by over 40% over a four-year period Created an effective roadmap for driving lean manufacturing to deliver key performance indicators (KPI) Developed organizational structure to support aggressive growth plan Expanded production capacity through the investment of $38 million in equipment and facilities to grow market segment Improved working capital turns 7.7 to 9.7 Reduced R&A (returns and allowances) by 50%

Responsible for leading all kaizen and continuous improvement activity for 5 sites Project lead for successful consolidation of 5 sites into 1 site that also had room for 300% growth Implemented and facilitated Lean Conversion roadmap and metric sustainment process

Responsible for leading all aspects of the Garland manufacturing facility including 6 staff managers and 450 total employees. Utilized strategic Policy Deployment objectives to align plant improvement initiatives and drive sustainable change Managed and coached multi-level talent while providing clear direction and open communication Delivered Material Productivity savings of $1.13m YOY Improved site EHS Index score from 90.8 to 98 and sustained 0.5 recordable rate Achieved 25% reduction in internal scrap rate Guided the plant in the successful integration of the SAP operating system with no major business interruptions. Achieved $11.1m in payment terms improvements Improved working capital turns from 9.0 to 9.4 on 28% lower volume YOY by utilizing action plans to drive project execution and monthly policy deployment usage

Responsible for a staff of 5 Value Stream Managers, 350 production employees. Improved OSHA incident rate from 3.2 to 0.5 by implementing layered audits, associate involvement/awareness training, and improving machine guarding Reduced total COPQ (Cost of poor quality) by 50% through Variation Reduction, standard work and FMEA kaizen events Improved OTD to internal and external customers by average of 40% by reduction in lead-times, implementation of kanban between sister plants, and increasing capacity on constrained cells Achieved over $800k in YOY material productivity savings by aggressively driving project identification and execution Improved working capital turns from 6.9 to 9.0 Delivered YOY net productivity gains of 3%+ through the aggressive use of lean tools, better forecasting techniques, and ability to drive the team to deliver on financial commitments without sacrificing other key performance indicators.

Responsible for managing a staff consisting of a Purchasing Manager, Supply Chain Manager, Shipping/Receiving supervisor, and 14 additional hourly associates Implemented VMI (Vendor Managed Inventory) on corrugated supply resulting in just in time delivery and reduction of working capital of $100k Implemented E-kanban on multiple value streams resulting in reduction of working capital of $400k+ Achieved budgeted inventory targets each month in role

Responsible for coordinating and facilitating all Continuous Improvement Initiatives for the West Hartford site. Kaizen events and process improvements resulted in significant cost reductions, internal Lead-time improvements, improved visual management, and improvement in working capital Achieved 80% sustainment rating at 90 day review period on all kaizens Facilitated SMED, VRK, DMP, one piece flow, 5S and SW events resulting in reduction of WIP by $600k, improvements in delivery from 81% to 92% and reduction in indirect labor costs by 40% Led Utilities savings project improving YOY volume adjusted spend by 25% Achieved 25% reduction in forktruck use throughout plant Implemented OEE and downtime tracking mechanisms, created kaizen sustainment bowler, and created and distributed marketing information in order to grow capacity services volume.

Direct a staff which included salaried Engineers, Engineering Technicians, Maintenance Technicians, Team Leaders, and Operators in a $170M lean manufacturing environment. Improved Safety recordables total from 6 in 2006 to 0 in 2007 Improved internal Quality metrics by 10% through the use of FMEA and VRK kaizen tools Improved KanBan compliance from 72% to 95% Drove overall OEE improvement by 5% points through the use of aggressive daily management, standard work Kaizens, and increased cross training of operators. Responsible for training, discipline and performance of up to 180 associates. Improved Safety recordable rate from 5.02 to 3.76 Improved Customer Complaint notices 17% from 2005 to 2006 Improved Daily Schedule compliance from 67% to 85% Improved Absorption $/LH from $474 to $638 between 2004 and 2006 Inducted into DBS "Hall of Fame" for results of 3P event that improved flow and reduced cost. Responsible for leading or participating in over 20 Kaizen events in Packaging/assembly department.

Responsible for all aspects of procurement, forecasting, scheduling and inventory management of a $20M business. Managed customer service department, shipping and receiving departments. Negotiated supplier blanket agreements and established supplier partnershipsImproved On-Time delivery to all customers from 89% to 94% Reduced shipping errors from average of 3 per month to average of less than 1 per month Exceeded PPV/Consumption variance budget for all of 2003 and YTD 2004 Implemented ABC Inventory and Scheduling Plan resulting in improved operating productivity Developed and implemented Kanban system for category 'A' inventory items.