• Introduction of Lean Manufacturing Practice resulting in a 22% increase in productivity in the first 2 months. • Implemented a reliability Centered Maintenance Program resulting in 97% machinery uptime. • Lowered operating costs by 16% through headcount reduction. • Perfected and documented machine set up procedures to improve quality to 99.9% first pass yield.• Reduced inventory by $75k.• Increased raw material warehouse space by 28%. • Saved over $450k in consumables costs.

• Turned around a failing segment of a $40 million seating manufacturing business for offices & hospitality, in 6 weeks. • COT was at 73% in April, by May 14th COT was at 100% and continues to be so. • Reduced operating costs by 32% by introducing Lean Methodology to reduce headcount. • Managed the introduction of a wood tabletop division including the start-up of the woodshop. • Reduced inventory by $1million in 6 months. • Increased warehouse space by 28%. • Reduced labor requirements by 15% and increased productivity by 42% in the seating production department using 1-piece flow mentality.

Provide executive-level leadership with full P&L accountability for 4 global manufacturing sites and all process engineering functions. Lead operating platform, managing $500M in annual revenue and oversight of 2,000 employees.Held concurrent responsibility for the management and implementation of turnaround initiatives to drive profit gains - tasked with developing acquisition and growth strategy. Formulate, design, and develop long-range cost reduction and building plans, improving global distribution. Transition strategy into tactical plans to drive market growth and maintain corporate continuity. • Generated $50M in incremental revenue and eliminated $20M in waste through implementing innovative strategies for operating platform. • Conceptualized and initiated aggressive savings plan for achieve $4M in savings and 20% scrap reduction, year over year. • Increased capacity of Mexico operation by 30% through talent development, succession planning, and mitigating labor scarcity issues. • Slashed operating costs by $3M through integration of methods that streamlined operations and enhanced productivity. • Introduced strategic and tactical action plan to drive Mexico facility in achieving Best in Group safety results for 8 years running.

New England Laminates had a Global presence as one on the World Leaders in Production of Copper Laminates for the Printed Circuit Board Industry, A public company.Championed global operations of manufacturing division, managing 3 sites, $300M in annual revenue, and oversight of 2,400 employees. Tasked with increasing labor utilizing efficiency and implementing process improvements. Strengthened relationship with internal and external clients to deliver consistent organization success. Generated $2.5M in savings by introducing Lean strategies that reduced scrap globally, year over year by 10% and inventory by 50%.Led a 3 site operating platform generating >$300MM in annual revenue and oversight of ~2,400 employees in highly unionized facilities. P&L responsibility for 3 European manufacturing sites and all manufacturing functions. - Reduced Maintenance labor and inventory costs by $1.5MM by implementing CMMS, RCM & TPM maintenance programs.- Designed and developed fully automated laminate production lines for the French facility, realizing a reduction in labor costs of $1mm annually with an ROI of 2.5 years.- Achieved $2.5MM in savings by driving Lean initiatives that reduced scrap globally year-over-year by 10% and Inventory by 50%- Implemented Lean Tools and introduced Operating Matrices to measure and improve productivity in all 3 European manufacturing sites- Introduced continuous pressing lines in the Germany facility, increasing production by 45% and reducing labor by 60%- Led a Global Team to Develop a Laminating process to produce very thin impregnated glass cloth, NEL was the first company globally to achieve, this increasing European sales by 35%.

Managed 50 employees and oversaw the machinery and facilities maintenance process and product design, developing a team culture with internal and external clients to deliver a consistent engineering service. Effectively led projects without compromise to quality, timeliness, or functionality. Increased output from Blow, injection and co-injection machines by 15% by implementing an RCM type maintenance program.