Vice President of Operations of a $50 Million assembly facility hired with a mandate to improve EBITDA through quality and productivity improvementsSupply Chain• Reorganized supply chain that manages over 2500 SKU’s. Created metrics focused on building relationships to reduce inventory and increase incoming quality. • Developed a hybrid system of Asian suppliers blended with flexible domestic suppliers to ensure maintenance of stock levels while lowering inventory.• Instituted a bar code driven, bin-specific picking system that reduced picking time by 40% and increased picking accuracy by 30%.Production• Designed a Sub Assembly process to reduce final pack out time by 80% to facilitate short lead times in a seasonal business. Reduced average lead time from 5 days to one.• Reduced Quality defects as measured by Customer Return data by 30%. • Set up a statistically based incoming Quality System as part of a Customer Supplier Qualification program that Established a Quality Scorecard to measure supplier performance• Set up statistical post-production audits to supplement current in-process inspection The total results of actions taken were:• 30% improvement in Quality as measured by the customer• 80% improvement in lead times to customer on standard product.

Mack Technologies2019 to 2021General Manager of a 100 million circuit board (PCBA) facility. Brought on to bring profitability and stability to an organization that had terminated 3 General Managers in 5 years due to poor performance in Quality, The P&L revealed the organization lost 35% in the quarter previous to my arrival. Responsible for all aspects of the P&L including Operations, Engineering, Supply Chain, HR, Quality Assurance, Program Management and Information Systems, Actions taken to turn the organization around Developed a culture of accountabilityCreated expectations and metrics (KPI’s) at all levels to measure performance against expectationsBuilt a Management Team capable of performing to expectationsBased upon the objectives expressed and the performance of the team to those expectations, it became necessary to replace 3 key team members Developed a rational Scheduling System to control flow of materials Use tools available through our ERP system to properly structure Bills and Routings to make the scheduling system effective. Strengthened Contract Review System to ensure Customer Commitments were AchievableContract review sign off on material availabilityOperations signed off on Labor AvailabilityImproved First Pass Yield from 82% to 96% within the first yearMoved Inspection closer to the processInstituted an escalation process to ensure quick responses to Quality issues• Actions taken above resulted in the following transformation to the organization• Profitability for Fiscal Year 2021 (ending in June) is projected to be 7.2% (514% increase)• Customer Satisfaction Score increased from78% to 92% (18% Increase)• Reduced aging Non-Conforming Material from $2.4. Million to $400,000. • Improved DPMO from 400 dpmo to 37 DPMO• Created a Stable organization that hit top and bottom-line forecasts 12 out of the last 12 months.

Promoted to Director of NSI Operations with P&L responsibilities of $130 Million. Processes include Injection Molding, Blow Molding, In-Line Thermoforming and Large Vacuum Forming.Nursery Supplies Incorporated (NSI)Director of Operations (2014 to present). Responsible for over $120 Million in revenue from 4 Plastics facilities with Injection, Blow Molding, Thermoforming and Offset Printing capabilities. Created a metrics (KPI) based system in all facilities to ensure accountability all the way down the organizational structure. Metrics and performance were communicated through visual tools to ensure adherence on a daily basis. Generated savings in Materials and labor of over $500,000 through evaluation of BOM’s and routings using “best Practices” Documented over $1 Million in savings through Lean Initiatives and CI in all facilities.Implemented a S.T.O.P based safety program similar to the one implemented in Florida that has resulted in the most successful Incident rate in company history.Facilitated and Implemented a Kaizen to streamline new product integration from concept to production that resulted in a 40% reduction in total lead time.

Hired to replace a failed Plant manager in a $25 Million facility with blow molding, thermoforming and injection molding. Established a new culture based upon accountability and shared responsibility that increased EBITDA by 56% ($4.4 M to 6.9 M) on flat sales within one year.Restructured the facility to eliminate 60% of all indirect employees by eliminating “silos” and encouraging shared responsibility to get the job doneEstablished a “Visual Factory” with appropriate metrics at ALL levels to communicate and measure expectations at every level every day. Established a safety system that has resulted in 644 days and counting without an OSHA recordable accident in a facility that never had fewer than 4 accidents in one year. Focused on resolving employee concerns to earn credibility and establishing a behavior based system emphasizing shared responsibility for each other and ourselves. Used Pareto concepts to identify and attack major issues in Thermoforming resulting in a 10% increase in throughput in the first year. Created an aggressive plan to implement SMED principles that has reduced set up times where applied by an average of 60%; provided the leadership, training and metrics to assure success Aggressively instituted a TPM (Total Productive Maintenance) system to create shared ownership for all employees in the maintenance of equipment; improved OEE (Overall Equipment Effectiveness) by an average of 18% without additional maintenance resourcesImplemented automated Printer loading and unloading systems that resulted in a $300,000 annual savings and a 14 month payback Implemented a statistical monitoring system to monitor weights, resulting in material variance reduction of $210,000

Responsible for all aspects of manufacturing including P & L responsibility at a 300,000 sq ft, $20 Million blow molding facility.Came on board in a turn around situation. Within 6 months, we have saved $1.7 Million (annualized) by improving the following key metrics:Reduced labor / Lb from $.27 to $.185 (30% reduction)Improved resin yield from 94% to 99%Improved First Pass Yield from 80% to 92% improved Overall Equipment Eficiency from 65% to 78%. In conjuction with making staff adjustments, we accomplished these results through the use of lean and TPS methodology, including:Visual Factory to develop a strong relationship and dialogue with the employees5-S and TPM to involve all employees in equipment reliability and enhance discipline in the work forceCreation of key metrics at all levels to create daily accountabilityAll improvements have been a result of direct communication with the work force and quick reaction to the information obtained from them.

General Manager of Florida Operations reporting to the president. Complete P& L Responsibility for Florida division. Replaced a failed General Manager in a turnaround situation with customers leaving due to late shipments and poor quality. Employed “Theory of Constraints” Methodology to divert resources to bottlenecks resulting in an increase in Throughput of over 40% in 5 months and an increase in on time delivery from 25% to 85% during that time.Used Lean and Six Sigma tools to create a Value Stream Management structure based upon Toyota Production System. Trained all employees in the TPS tools. Used Kaizen events to make “breakthrough” Final result of the Turnaround and Lean Transformation has been a 33% increase in Operating Profit in the Florida Division from fiscal year 2004 to 2007 and an increase in sales of 10% during the same period in an Industry that is down 20%.

Responsible for all aspects of Quality for hte OEM division. Also served as ISO 9000 Management Representative t acquire and maintain ISO certification