Leader of fully integrated PVC conveyor belt manufacturer serving a broad range of industries throughout North America.

Leader of the major operations functions in the multi-site business including Manufacturing, Engineering, Supply Chain and Safety, reporting to the President. • Led the integration of operations in a significant acquisition. • Developed management team in manufacturing, engineering, supply chain and IT for high performance support of revenue and profitability growth.• Created and executed a plan to optimize performance of branch locations through inventory allocation, strategic manufacturing decisions and metrics that align all locations with corporate objectives.• Led the start-up of a new branch operation in the US including site, personnel and management selection and oversight of all project elements leading to a robust launch. • Improved inventory efficiency and enhanced the supplier network through the supply chain management group. • Created and implemented a robust supplier quality program resulting in substantial reduction quality related internal costs and customer credits. • Led the implementation of a complex ERP system through all business functions and locations including a sophisticated shop floor data collection system. Required adept cross-functional leadership and intense project management for a successful go-live while maintaining full business operation.

Leader of the St Louis unit focused in equipment for the gift card, print and packaging industries with product and service revenue of $18 million, supported by nine direct reports, 65 employees reporting to the Corporate Senior Vice President of Operations. Functional responsibilities included engineering, manufacturing, field service, supply chain, human resources and finance. • Promoted to this role in recognition of success in building and leading a lean, flexible and customer driven organization capable of adapting to meet ever-changing business opportunities. • Delivered on revenue growth of 70% over three years by expanding engineering and manufacturing capacity and leveraging three new sales channels resulting in 18% return on sales.• Integrated the service, engineering and manufacturing functions of a leading gift card equipment company acquired for its technology leadership and market position. This challenging but successful integration established Datacard as the dominant player in the gift card market, securing a market share of 65%. • Implemented performance metrics in the areas of on-time delivery, product cost, inventory and quality. Secured performance improvements in each area. • Identified the need for a new St. Louis operations and sales facility, completed a plan with supporting business case, proposed it to senior management and secured buy–in for a new 35,000 square foot, vertically integrated operation. Developed facility and operations maintenance plan to ensure sustained performance.• Exceeded company growth objectives while maintaining operating expenses at less than 15% of revenue by creating a focused and targeted staff development process that built a more agile and responsive team.

Directed all operations and service functions to provide both standard and complex custom equipment and software solutions within the gift card, print and packaging markets with 12 direct reports and a $3.5 million budget. • Improved manufacturing operations resulting in a cost reduction of 18% through the introduction of new technology, staff development and lean manufacturing initiatives adapted for the specific challenges and opportunities of the business. • Led the project to create three new equipment product lines which significantly improved functionality and versatility resulting in $26 million in revenue over five years.• Successfully managed 24 customer facing projects each generating revenue from $100K to $1.4M. This included pre-sales support, requirements definition, engineering, manufacturing, testing and implementation.• Integrated engineering, manufacturing and service operations into corporate systems including the launch of a major ERP system after being acquired. This required sound business judgment in assessing the cost and benefits of related business systems in order to build true synergies between the St. Louis business, corporate headquarters and operations centers in Europe and Asia.

Quality Manager: 1999 - 2001Manager, Manufacturing Engineering: 1998 - 1999Manager, Manufacturing: 1995 - 1998Manager, R&D Test Program 1991 - 1995Management Development Program 1989 - 1991