World’s number one air conditioning company. Servant leader of the Faribault South site. Honored to be a part of a great team of 500+ humble, hard working, intelligent people.

$450M industry leader of liquid quick connectors. Led team of 250 associates, team leads, technicians, engineers and managers to strive for zero safety, zero defects and 100% on time delivery.• Direct reports included Manufacturing Engineering Manager, Manufacturing Manager, Automation Engineering Manager, and Continuous Improvement Manager• Provided leadership vision, direction, and coaching opportunities to foster a culture of collaboration, accountability, career progression, ethical behavior, and a customer-first mindset• Direct ownership of operational KPI's (Safety, Quality, OTD, Inventory, Costs, People) while collaborating across organization to ensure goals were met• Led manufacturing strategic planning process with managers of manaufacturing, engineering, quality, automation, and continuous improvement• Led development of multiple new strategic business processes (capacity and staffing planning, equipment risk reduction, tier managment, NPI quality, and CI culture)• Project leader to develop new ISO class 8 cleanroom processses and facility• Developed and led lunch and learn process for manufacturing team. Taught leadership, teamwork, continuous improvement, and technical topics tied to vision and strategies

Industry leader $100M+ manufacturer of industrial letter, logos, and plaques. Report to Vice President of Operation. Leader of Gemini's lean journey across 9 sites & 26 plants throughout US, Mexico and Canada to continuously: • Create a culture of continuous improvement by engaging our 1000 team members• Deliver exceptional value and experiences to our customers • Deliver business results for our company STRATEGIC PLANNING / CULTURE• Leader of Gemini's Lean Steering Team consisting of VP Ops, VP HR, Dir of Eng, and Dir of Ops• Create and execute lean strategic plan to achieve customer facing metrics • Year over Year Safety Improvements - achieving • 5% yearly Quality Improvements - achieving • 25% reduction in production Lead Times (last two years) - achieving • 80% reduction in quote turn around times - achievingLEADERSHIP DEVELOPMENT / COACHING• Active member and of Leadership Steering Team - VP HR, VP Ops, CFO, Dir of Customer Experience, VP of Marketing, and HR Manager. • Develop and teach leadership series modules to executive, director, manager and lead levels• Series includes: Leadership Assessments, Problem Solving (PDSA, Toyota Kata, A3), Strengths Finders, Strategy Deployment, Value Stream Mapping, Workplace Visualization, Listening, Lean Leadership, Ladder of Leadership, 5 Dysfunctions of a team, Daily Huddles, EOS ImplementationLEAN TOOLS / KAIZEN FACILITATION EXPERT • Developed and instilled company core values • Led 40+ events in finance, sales, marketing, HR, operations, and engineering • Finance - 5 day close • Sales - 4 hour quotes • HR - 3 day to same day on-boarding process • Marketing - New Product Introduction process mapping • Operations - 25% lead time reduction

• Added responsibility to drive company quality initiatives• Developed brand new company data warehouse and reporting system• Developed Quality Champion role and mentored off-site quality leaders

• COVID assignment - Led cross-functional team from sales, operations, engineering, purchasing, and quality to obtain ISO certification

$30M manufacturer who designs, fabricates and assembles flexible printed circuits and heaters for medical, military, and aerospace companies. Reported to Vice President of Operations. • Led assembly plant's strategic planning for 2015, created 4 high level goals that leveraged current plant automation and engineering strengths• Developed a complex company wide capacity planning tool that was adopted and became integral to our monthly Sales and Operations Meetings (25 process / 5 product lines)• Initiated and led corrective action teams with major customers or quality issues.• Owned aerospace product development and focal point for customer communication of an All Flex record 35 foot circuit with 100K+ SMT componentsResults:• Record sales • Overall wages reduced by 20%, • OT cut by 22%• RMA$ reduced by 33%• Scrap reduced by 4%

• Added full responsibilities of plant manager while current manager was out for unplanned personal issue and led team to record shipments month

Hydra-Flex is a $5M industry leading OEM who designs, machines, assembles and tests innovative fluid handling devices and systems for the vehicle care, hydroexcavation, and industrial markets. • Reported to President• Responsible for $3.5M budget• 10 direct reports (Supervisor, Manufacturing Engineering, Associates)• Responsible for entire company operational departments• Managed all COGS and margins with full P&L visibility• New product design team member that released 12 new products in 2 years (Stage Gate Process)• Led operations through 103% growth, added no indirect labor, reduced COQ from 2.7% to 0.2%• Maintained OTD at 98%+• Reduced direct labor from 7.5% to 6.2%• Increased gross profit 10.1% in 2 years• Drove 2012 cost reduction effort resulting in 9% gross margin improvement• Increased throughput on bottleneck laser engraving process by 75%• Led 500+ technical customer service calls and trained three new technical sales people• Led company's 2013 strategic sales planning process

• Managed and led development of $5M new product line for top 10 fortune 500 company from initial design through production launch

• Responsible for all circuit board final assembly engineering

• Responsible for 20 direct reports including the supervision of engineering staff, inventory, production, and maintenance.