P&L responsibility (operations management & commercial leadership) for a $100+ MM, 3 manufacturing and service facility, ~450 person industrial air filtration business providing dust collection, pollution control, and process air filtration solutions to the general industrial and manufacturing industries.• BHA provides a broad range of applications protecting industrial equipment, personnel, and the environment while enabling higher production output and energy savings in the cement industry, coal-fired power generation, carbon black, food processing, and other process industries.• BHA customers include pollution control OEMs, aftermarket distributors, dealers & parts wholesalers, and direct end use customers.• BHA branded products include industrial filtration systems and filters, cartridges, ePTFE membranes, acoustic and impulse cleaners.

Responsible for leading business operations focused on the growth and profitability of the Microfiltration & Venting (aspire®) business unit while delivering high quality finished filter products, membranes, and media for fine filtration & separation to purify liquid and gas process streams for the Biopharma, Chemical, Medical Device, Automotive, and Packaging markets.• P&L leadership yielding a 16% Sales CAGR.• Developed and implementing a complete business strategy measured on orders, sales, gross margin, M&S and operating profit (full income statement). 9% ahead of organic strategic plan sales growth 2 years into 5 year plan.• Drive new product development and commercialization needs with continued focus on requirements for new products, services or features, required investment, and ROI. 18% product vitality rating in ’16 vs. the target of 11%.• Directly responsible for all sales (channel partners and direct sales), commercial, product development and engineering activities/resources for business unit.• Lead development and execution of business growth strategies including: new products, partnerships and inorganic expansion. • MF&V was absorbed into an existing Parker Hannifin division with the acquisition of CLARCOR by Parker Hannifin.

Transition leader for extracting the GE Air Filtration business GE sold for $265M into a standalone business entity within CLARCOR.• Led 11 cross-functional teams that delivered the transition ahead of schedule across nine countries with four office site relocations. 44% of the Transition Service agreement (TSA) items were completed early by an average of three months.• Transition delivered with 21% less one-time transition cost than budgeted.• Multi-functional TSA processes replaced with a better, 34% more cost effective, operating model. • 2 new data centers were established and 6 major sites cutover with a new IT infrastructure. Twenty one IT platforms were consolidated into Oracle ERP.

Staff leader responsible for executing strategic shifts in organization and base cost alignment.• Developed and executed the GE Power & Water: Thermal Products wide Simplification strategy and communication plan delivering cost restructuring to achieve Op Profit targets and morph the business to have greater alignment with our customers and have less bureaucratic oversight to become more nimble for our customers and employees. • Directed the 122 multi-functional simplification project portfolio reducing RTS spending to $723M, 7% better than planned while improving GEOS score targets by 30% (greatest improvement across Power & Water’s portfolio).• GE representative for the Transition Service Agreement (TSA) for the divestiture of GE Air Filtration to CLARCOR. TSA developed 50% faster than the corporate M&A team estimated to facilitate divestiture close by year end with minimal deltas between deal signing and closing.

• As Business Competiveness Leader, I led the Air Filtration imperative to plan and implement projects to increase utilization and reduce redundancy. Generated a 14% reduction in base cost while establishing a Gas Turbine manufacturing COE to support product growth. 40% reduction in Air Filtration manufacturing site area while protecting all Air Filtration’s forecasted revenues from these sites. This work included: > Seven month China project: Relocated manufacturing of 5 product lines to 4 sites in China, South Korea & the US. Relocated Sales & Operations under a new operating model in China with the associated Legal Entities, Business Licenses, Permits & 2 ERP implementations. Achieved $2.6M OM benefit, 13% better than plan. > Four month Mexico project: Relocated manufacturing of 4 product lines to 2 sites in the UK and the US. Repurposed a 50K sq ft warehouse into a manufacturing facility to catch manufacturing line P&E and relocated the local finance team for continued commercial operations. Achieved $3.4M OM benefit, 62% better than plan.• Quickly transitioned to lead the UK PMO team for Q4'11 to deliver >$14M in Project Sales. Managed project escalations, challenged project team’s delivery assumptions to shore up the forecast, reinforced PMO discipline, reset PM performance expectations, and reduced contractor support.• As Integration Leader, I was responsible for improving Air Filtration by building an organization and infrastructure that places the customer first while becoming profitable. Led Accenture supported effort to develop and implement a Systems and Parts & Services business model while improving process and services, customer centricity, and overall speed of decision-making necessary in today’s competitive environment.

Projects Leader with Profit and Loss responsibility for a $750M, 80 project portfolio with annual revenues of $80M.• Responsible for the Strategic Interface with customers on all managed projects, overseeing the management of the initiation and execution of projects, including accountability for project profitability, organization, management, customer relations, contract execution, and coordination of activities and departments necessary for project execution. In 2009 Office & Communications projects were added to the portfolio.• Personally opened, staffed, and led a project office for in-country project support in Sao Paulo, Brazil. I led the South American Signaling projects business from inception to executing a $80M project portfolio in 18 months. • Led GETGS’ “Global Project Management Council” with cross P&L leadership (UK, Germany, Italy, Melbourne & Boston) to support Global Signaling’s emerging market emphasis by developing a consistent approach to project management organization, processes, toolsets, and training. I represented GE Transportation on the GE PM COE steering committee.• Led Train Control System’s International project portfolio growth from 2% of sales in 2004 to 51% in 2009.

Process improvement and integration leader for the Train Control Systems Business Unit a $100M revenue, 160 exempt employee, 8 site organization. GETSGS Quality leader for 7 months.• Led the integration of the Train Control Systems Business Unit of the former Harmon Industries into the General Electric operating system and drove process improvement with the Six Sigma quality and digitization initiatives.• Interim GETSGS Quality leader on General Manager’s staff for 7 months. Leadership included a shift in focus to Big Y project development for the Quality staff.• Generated cost benefits in excess of $5.9M with my cross-functional certification teams including my two personal MBB projects with a cash impact of $1.7M. Completed Master Black Belt certification March 2004.• Reorganized the Business Unit to increase engineering efficiency, increase P&L ownership, and prepare the Business Unit for future acquisitions.

Business Unit Leader with Profit and Loss responsibility and annual revenues of $50M. Received an Engineering Excellence Award as “2000 Subsection Manager of the Year”.• Integrated the Kansas City, MO based Harmon Industries Carborne engineering group into the Business Unit.• Assumed Vice President’s responsibilities for three months while he was on a due diligence bubble assignment.• Organized commercial opportunities for the Commercial meetings and kept them addressed at the weekly Quick Market Intelligence meetings with Sales & Marketing. Approved proposals before release to the Sales Team.• Briefed the CEO’s weekly Production, Scheduling, and Inventory reviews.• Managed 69 engineers and managers.• Reported to the CEO’s monthly Program Reviews for an average of 35 concurrent international and domestic programs. Alternate for Vice President at the corporate tollgate and base cost meetings.

Managed 35 engineering resources (Project engineering, Systems engineering, Software engineering, and Electrical Hardware engineering) product design activities required to execute Locomotive Systems requisitions with annual revenues of $90M.• Represented the Business Unit at the CEO’s Operations Review.

Formed and managed the software engineering department which encompassed both R&D and applications development.• My department members performed the tasks I performed during my “Software Solutions” experience. Led precision automation equipment co-development with our sister company in Switzerland for customers in North America, UK, Singapore, Philippines, and Switzerland.• Leadership included HR functions, budgeting, scheduling, product design, contractor management, company software interface for customers, vendors and International sister company, and defining the software development processes. This included preparing my department for ISO 9000 and customer risk assessments.

Software consulting practice - Designed, developed, documented and installed robotic workcells. Emphasized software engineering principles that made automation software development more effective.• Workcell development included machine motion control, vision registration, GUI interface, database development, communication interfacing and development of leading edge automation processes in a multi-tasking, real-time environment using V+ and C.• Adept Beta Site integrator for AIM GUI operating environment and Ultra One manipulator.

Performed software revisions and enhancements to Medicomp's ambulatory heart monitor product line.

System operator for a VAX 11/780.Performed updates, saves, restores, account adjustments and other system services on the VAX. Programmed for the VAX in FORTRAN, C, Macro and DCL. Programmed in C on the VAX for an MC68000 processor. This included maintenance programming for Medicomp's product line.