Responsible for leading 7 engineering teams supporting 5 manufacturing sites to include operations, machine design, product design, facilities and infrastructure. Restructured and staffed teams to better meet increasing demands and changing skill requirements. • 7 engineering managers, 34 engineers and 12 technicians, 14 project managers. • Managed a capital budget of $120,000,000, a mix of corporate and government funding. • Introduced structured project management processes and tools to deliver projects on time and on budget. • Created cross functional teams to better prioritize problem solving and balance work loads to meet changing needs and increasing demand for products. Improved throughput by 25% and delivery by 10% in production areas. Lead effort to create and modernize data tracking and site metrics.

Interim Site Engineering Manager with responsibilities for Process Design, Process Engineering, and Maintenance. A team of 130+ Engineering, Technicians, and Contractors. Tasked with supporting the transition of ownership from J&J to Jabil.

Key leader for successful greenfield site launch. Successfully organized and developed Engineering and Maintenance departments, while managing challenges related to launching multiple new production lines and optimizing recently established ones. • Led Engineering (5), Maintenance (12), facilities (2), a staff of 8 direct reports and 14 indirect.• Created team based engineering team focused on meeting internal, and external, customer needs• Successfully coordinated multiple product and production cell launches.Managed a capital budget of $4,500,000. • Established the use of basic project management tools, expanded the use of teams for TPS and introduced a new work order system.• Architect for new safety program with LOTO, Hot Work, Confined Space, machine inspections and hazard awareness training.

Brought on board to focus an experienced engineering team to meet the operational needs of a manufacturing site with strong, sustained growth. Integrated Process Engineering, Product Design, R&D and Custom Configuration Teams to refine the current design and develop next-generation products. Engineering Lead, for successful Acquisition Due Diligence Team. Led successful integration and consolidation of processes and product for both organizations.- Led Process Engineering (16), Product Design Engineering (4), R&D (3) and Custom Configuration Teams (6)- Remove departmental silos and improved interdepartmental communications.- Introduced standard project management tools and processes- Established the use of corporate "New Product Development" tools and processes- Led team in product and process cost savings efforts

Recruited as a key member of turnaround team for a 175,000 ft2 manufacturing facility with 500 employees. Successfully retooled Engineering and Maintenance departments, while managing challenges related to launching 6 new production lines and expanding the use of 3 others (8 new product launches in 10 months). • Led Engineering (5), Maintenance (18), facilities (5), a staff of 6 direct reports and 22 indirect.• Tore down technical silos and created team based engineering group focused on meeting internal, and external, customer needs• Successfully integrated multiple product launches, by upgrading existing and procuring new equipment, personnel and technologies. Managed a capital budget or $4,500,000. Site staffing increased 50% and demand expanded over 60% in 5 months. • Revitalized the use of basic project management tools, expanded the use of teams for TPS. Installed CMMS system and introduced a new work order system.• Re-energized the safety program with LOTO, machine inspections and hazard awareness training.• Expanded and standardized the PM program. Introduced TPM activities.

Recruited to revitalize the Engineering and Maintenance departments of a 250,000 ft2 facility with 500 employees, while mitigating risks associated with a worn and aging fleet of processing equipment. Used a data driven approach to measure, improve and control equipment and processes. Created and delivered an aggressive rebuild plan for 18 machines over 12 months. • Led Engineering (5), Maintenance (42), Tool Room (4) and Boiler House (4) departments, a staff of 10 direct reports and 45 indirect. • Successfully managed the transfer and upgrade of equipment to meet the demands of a rapid multi-site consolidation, during which staffing increased 33% and demand expanded over 50% in 8 weeks. • Trained team in basics of project management, lean and Theory of Constraints.• Created ideal production model cell, using lean, visual, and ergonomic standards resulting in improved productivity (22%), safety and operator accountability.• Introduced new equipment safety standards (replaced or upgraded 9 machines) that assisted in reaching 4,000,000 man hours without a lost work time accident.• Led maintenance team in establish an effective PM program, using TPM events, 5S and OEE, this resulted in reducing downtime by 32% in 12 months.• Managed a capital budget of $750,000 and facilities upgrades of $600,000.

Recruited to manage the engineering, maintenance and capital projects for 12 manufacturing sites. Mentored plant managers in all aspects of their business, including: team development, lean, TPM, productivity and cost control. Established PM and TPM Programs for bridge building facilities. • Reduced specialized lifting equipment maintenance and movement costs by $200,000 annually.• Reduced cost of rebuilding heavy gearboxes by 50% through redesign and standardization, affecting 40 sites and 85 machines with 5 gearboxes each• Updated bridge components from structural steel to roll-formed shapes - $100,000 annual savings.• Improved productivity of bridge fabrication by 15% - Standardized fabrication prints and shop practices. Implemented a lean production cell for subassemblies. Introduced the use of visual metrics on the plant floor, created KanBan’s for build kits and component parts, improving productivity by 38%

Promoted to lead site engineering and maintenance teams, exceeding goals for improving equipment reliability and capability. Established data driven metrics to identify equipment and process needs, and evaluate success of abatement efforts. Rebuilt maintenance team as a customer focused service unit. Refocused engineering team to drive out cost, improve quality and deliver capital projects on time and on budget. Integrated engineering with Lean and Quality teams, to improve communication and streamline the implementation of identified opportunities. • Managed 24 direct reports (6 engineers and 18 technicians).• Reduced equipment downtime 60% in 2008 and 45% in 2009 through use of focused equipment events, upgrades and improved PM/TPM programs. This reduced production overtime by 30%.• Managed capital budget of $2 to $3 MM per year for new processes, equipment and facility upgrades. • Improved depth of maintenance skill sets by implementing detailed technical training programs (electrical, welding, hydraulics, pneumatics). • Implemented outcomes from Kaizen events and led 3P events that resulted in custom and semi-custom machine designs with improved ergonomics, productivity and quality.• Site Lean Sigma project coordinator. Approved, coached and mentored projects from inception to completion for multiple Green Belt Candidates.• Led leadership team in resource planning, and inter-departmental coordination. This included staffing, project management and Kaizen event planning.• Member of corporate safety guarding team, with oversight of uniform electrical, guarding and machine design standards, reducing accident injury rate to below ½ of industry norm.

Promoted to lead a team of 5 experienced engineers in the design, procurement and start up of parts making cells for a new facility (>$9MM) and the support of 4 other sites. Assigned to act as the interim Plant Engineering Manager during a plant start up. Delivered 151 assets, on time, and on budget. In-sourced manufacturing from China, delivering $1.65 MM in assets with a 2 year payback and improved quality. Corporate roll-forming expert, supporting 12 sites and 3 product design teams in the purchase, improvement and implementation of equipment, tooling and product design. Wrote corporate roll-form machine safety and guarding policy.

Recruited to meet Pella’s need for metal working experience. Led capital improvements for roll-forming, press work, sheet metal forming, extrusion processing, assembly cells and high volume paint lines. Directed plant engineering, maintenance and TPM programs to improve reliability and repeatability of processes. Designed equipment, tooling and workstations to improve safety, quality and productivity. Refined product designs for manufacturability, reducing or eliminating setup losses and production delays. Achieved reduced injury rates through a focused safety and guarding program, including the design and construction of equipment, guarding and controls. Improved stainless stamping output by updating purchased material specifications. Upgraded controls and programming on CNC wood router.

Designed tooling, fixtures and machines for high volume production. Identified and corrected existing tooling design flaws. Justified, developed and maintained capital expenditures of > $150k. Introduced new coolants and lubricants that reduced scrap and waste $30k annually. Led multi-disciplinary teams, focusing on improved process quality, safety, scrap and cost reductions.

Supervised daily operations for a staff of 35 direct reports. Delivered monthly production targets for five manufacturing cells. Implemented Theory of Constraints to control production flows, this reduced OT 80% and delinquent shipments 75%. Provided OEM customer support to Ford and Chrysler engine plants.

Supervised plant wide operations team of 40. Led process upgrade and optimization efforts for mill and feed house operations. Led construction coordination for a $65 MM dollar expansion of mill and feed house, including design review, construction scheduling and the direction of contractor and plant personnel. Delivered project $3MM dollars under budget, two months early.Ethanol, Sweetners, StarchesShift supervisorWet Mill & Feed House Area EngineerConstruction Management

Recruited as Process Engineer, promoted to Plant Engineer and Maintenance Supervisor. Led capital expansion and upgrade projects to improve quality, reliability, safety and throughput. Supervised maintenance (4) and construction personnel (10). Established and led preventive/predictive maintenance program at local and corporate level. Selected and launched first CMMS system in corporation, reduced downtime 15% the first year with improved PM’s. Field engineer for multiple projects, implemented and updated waste slurry filtration system with dry unloading. $1.2 MM project with 3 year payback, designed to exceed changing EPA requirements. Process Design Engineer for Imperial Holly Sugar - Colorado SpringsProcess Engineer for Imperial Holly Sugar - Torrington, WYMaintenance Supervisor - Imperial Holly Sugar, Hereford, TX

Certified weather forecaster. Created and diseminated forecast for local area to flight squadrons. Briefed out bound pilots on current and future conditions for departure, route and arrival locations. Supported field operations. Daily supervision of staff.

Assistant photographer, Black and white film processing, repaired antique processing equipment

Full service gas station. Light mechanic work, tune ups, tire repairs, oil changes... Open and close operations. Train new hires and manage shiftwork. Inventory control.