Responsibilities: The completion of the large bulk (900,000 tons / year) layer feed facility in St. Henry OH. Full P&L responsibility, development of the operational plan for the facility including upgrading the safety quality and operational efficiency plans. The day to day operation of the facility. Function as a transformational leader in the feed division. • Six months after start up the facility is running smoothly on budget and profitable.• Completed the startup of the facility on schedule• Completed the transition plan to move production from existing plants and personnel to the new facility to plan.• Develop a transition plan to move production personnel and rolling stock from existing plants to the new facility.• Complete a reorganization of the truck fleet for the three feed branches into a transportation department for the entire division.• Develop the operational budget for the new facility, and update the financials for the capital project• Develop operational SOP’s for the manufacturing operation.• Develop KPI’s for the facility• Develop KPI’s for the truck fleet

I manage all aspects if this manufacturing business unit with full P&L and leadership responsability.• Full P&L responsibility , capital planning, all aspects of the operation of the facility including safety, quality, customer service and inside sales servicing 300 + dealers• Led the local team in the conversion to the Cargill safety culture.• Led the local team effort in the transition from Southern States business systems to the Cargill business systems. The transition was complete one month ahead of schedule

Responsible for the management of all aspects of the Gettysburg Pennsylvania animal feed Manufacturing business• Full P&L responsibility, capital planning, all aspects of the operation of the facility including safety, quality, customer service and inside sales servicing 300 + dealers.• Responsible for negotiating and maintaining and directing the transportation of the finished goods.• Responsible for a total team of 50 employees.• Operating at or below budget for the year with significant improvements in overtime, M&R, and shrink costs over previous years.• Implementation of new inventory procedures to more effectively control and measure plant shrink. Resulting in an 80% reduction in shrink loss.• Implemented new hiring policies and procedures to upgrade staff quality and control turnover rates.• Implemented a 5s program in both the operational areas and in the administration area.• Implemented root cause analysis techniques for all problem resolutions.• Re-organized the safety committee to a more inclusive model to drive higher employee engagement in safety.• Drive a culture change in the operation to a culture of distributed responsibility accountability and continual improvement in a collaborative team centric atmosphere.• Embarked on a process of reviewing and updated policies as needed from reporting structure to pick procedures to EHS and Environmental policies and procedures.• Operating a six million operational budget and an approximately fifty million dollar business unit.

• Held full P&L responsibility, forecasting, and capital planning for the manufacturing segment• Oversaw all manufacturing operations• Oversaw the supply chain • Managed all capital projects • Senior Safety officer for the manufacturing facility• Responsible for all environmental compliance• Mentored supervisors and developed their capabilities• Aided field team with the financial management of Field projects• implementation of the quality program• Ensuring product quality and customer satisfaction• Developed scheduling tools• Ensured customer satisfaction through the on time delivery of • Managed a 7 Million dollar budget and eight to ten employeesFlexible plant layout• Led the team to design a plant layout where equipment could be moved in and out of storage to maximize production capabilities within the available space.• Set up materials store, and a separate consumable store.Capital Projects• Halted and reconfigured the capital project to procure and install the required equipment for manufacturing operations into a multi phased project that could be advanced in conjunction with business needs.• Replaced critical customer equipment vendor when they were unable to complete the project with a blend of local vendors and industry recognized vendors for retrofitting automation.Supply Chain Tools• Developed a comprehensive part number system for materials and consumables• Developed spreadsheet based inventory tracking tools• Developed a spread sheet based simple MRP system linked to the inventory control and part number systems and the store systems.• Developed a smart part number system for finished foodsFinancial reporting• Aided the field operations group by recording and reporting project costs and tracking schedule compliance for field projects.• Recorded and reported on costs and schedule compliance for all manufacturing operations.• Prepared and submitted monthly forecasting for the business unit.

The manufacture of composite cased hole completion tools Held full P&L responsibility, forecasting, budgets and capital planning Developed business strategies for increasing productivity and profitability Oversaw all manufacturing operations Oversaw the supply chain for the composites business Ensured product quality and customer satisfaction  Enforced all safety regulations and company policies Improved facilities to decrease downtime and increase capacity  Initiated improvements in all areas, including equipment, personnel and job functions  Mentored supervisors, grooming some for management  Managed $35M budget and 120 employeesEnhanced Safety Program. Instituted a safety committee, and a hazard hunt program. Implemented a year long campaign to identify and correct major safety hazards.Capacity Increase. Led a project to double the capacity of the plant with no major capital improvements. Led three major hiring campaigns increasing head count from 72 to 128 in 12 months with a final goal of 197, to maximize plant utilization. Led a redesign project of the assembly cell reducing cycle time by 40%. Led project to re-arrange plant flow to minimize travel waste. Led project to develop and implement an automated MRP process. Championed project to develop a second assembly cell at a remote sight. Championed project to develop a further processing cell and an assembly cell in Latin America. Led the development of the business case for additional manufacturing facility.

Promoted to manage three plants with full P&L and capital planning responsibility. Provided leadership and planning in the areas of operations, QA, safety, facilities and development. Initiated improvements and mentored supervisors. Managed $22M budget and 65 employees.Improved quality and output, increasing market share. Range feed was poor quality and processing had low capacity at Land O’Lakes (LOL). Analyzed process and equipment, made improvements in thermal efficiency to conditioner and retrained operators. Doubled capacity and significantly improved quality, capturing new clients. Reduced downtime and ensured customer satisfaction. Excessive downtime caused LOL to miss delivery deadlines. Created tracking tool for root cause analysis. Implemented corrective actions, reducing downtime from 12 hrs/wk to less than 2 hrs/wk. Saved client accounts worth $17M in revenue.

Recruited to manage P&L and daily operations for keystone facility and off-site warehouse. Ensured safety, productivity and budget goals were met. Led 50 employees with a $13M budget.Controlled costs, coming in under budget. Variable costs at LOL’s plant were over budget by $80K. Launched program to elevate awareness among supervisors. Instituted monthly budget review meetings, and continuous improvement programs to increase uptime and decrease rework. Reduced variable costs to $140K below budget. Turned around audit scores, winning award. LOL’s plant had the lowest quality audit score in the company. Recruited new Quality Manager. Analyzed root causes and initiated corrective actions. Conducted ten self-audits, taking corrective actions after each one. Attained highest regional audit score and won Sirdar award.

Groomed for plant management. Participated in 12-month training program under current plant manager, but promoted in six months due to exceptional performance.

Managed full-lifecycle projects with budgets up to $15M. Responsible for customer relations, subcontractor bids and performance, and budget/metrics tracking. Oversaw new construction as well as plant renovations and operational improvements.Drove project to finish early, saving significant costs. Wagester’s client was building new plant, but needed to accelerate the timeline. Established expedited schedule, instituted weekly project meetings and worked with subcontractors to coordinate scheduling. Completed plant eight weeks early and $700K under budget.

I managed all capital projects for the company, plus provided technical and management support to the manufacturing facilities as directed by the Vice President of Operations.

I was responsible for business with major accounts in the pet food sector working on major turnkey projects

I managed the Sales and Sales Representative organization in a twelve state territory in the Upper Midwest.

I started as inside sales, and sales support to the Latin American Sales manager. Promoted to Latin American Sales Manager.