Promoted to President of the organization, reporting to the Board of Directors. Responsible for overall leadership of the organization.

Promoted to Chief Operating Officer, reporting to the Board of Directors. I am responsible for leading a strong and highly functional team of executives who are responsible for overall leadership of the company.

Promoted to the Operations Manager role. As a member of the Executive Leadership team I am responsible for working with the team to develop and implement the company mission, vision, values, strategic initiatives and strategy deployment. As the Operations Manager I am responsible for all machining and machine shop support operations including machining, quality, continuous improvement, manufacturing engineering, I.T., shipping, receiving, facilities and maintenance. Accomplishments to date include significant improvements in culture and relationships of trust throughout the organization, reorganization of manufacturing leadership structure, coaching of manufacturing and quality team leaders and the addition of key quality and continuous improvement resources.

A member of the company Leadership Team, responsible for continual improvement of machining and machine shop support operations by deploying tools and systems such as Lean, Six Sigma and ISO 9001:2015. • As a member of the Leadership Teamo Worked with the team to discuss and develop strategic initiatives. o Introduced the “X Matrix” process to the team and used the tool to organize, plan and measure strategic initiatives. o Deployed strategic initiatives throughout the organization. o Addressed and improved numerous cultural issues that had previously instilled a lack of trust between management and production employees. • As the Quality and Continuous Improvement Managero Worked with quality team members and outside auditors to complete the recertification of the ISO 9001:2015 quality system. o Worked with quality team members to develop and implement an ISO internal auditing system that helped employees to better understand how the ISO system works and how it can be used to improve quality throughout the company.o Developed and implemented OEE measuring systems on key machine shop production lines. o Lead a 50% improvement in productivity across key machine shop production lines utilizing Lean and Six Sigma techniques directed at 6S, set up reduction and employee training opportunities. The improvements made significantly contributed to net profit and higher levels of customer satisfaction.

Responsible for all manufacturing and manufacturing support activities including, assembly, fabrication, machining, painting, purchasing, shipping and receiving. Worked closely with Sales, Engineering, Field Service and General Management to manage multiple projects and improve flow of product through the order fulfillment process. • Implemented project management processes designed to leverage existing ERP system resources allowing for the efficient update of multiple active customer projects. • Brought together leadership resources from first and second shift to provide continuity and consistency across first and second shifts. • Coached shop floor leaders and held them responsible for adherence to corporate values and key performance indicators. • Member of the ERP system upgrade team tasked with upgrading the existing ERP system to the latest version as well as implementing best practices within the system. • Improved throughput and increased manufacturing employee utilization. o Consistently met or exceeded monthly sales/shipment budgets. o Reduced project lead times and facilitated the expediting of high priority projects.

Responsible for overall manufacturing and manufacturing support operations at the Webex facility in Neenah, WI. Served as a member of the site leadership team and worked closely with corporate leadership and support resources.- Focused the organization on key performance indicators. - Rapid implementation of safety, quality and on-time shipping improvements. - Leveraged the Epicor ERP system to improve capacity planning and scheduling management. - Quickly established relationships of trust with direct reports as well as production personnel.- Worked closely with Human Resources to resolve personnel issues and act as a key resource within the recruiting and hiring process. - Successful ISO 9001:2015 recertification audit. - Met or exceeded objectives for corporate audit of world class manufacturing practices. - Able to achieve single month highs for quality and on-time shipping measures.

Responsible for manufacturing operations management to overall operations leadership; developing and executing business strategy, coaching and developing leaders and driving the organization forward to ever increasing levels of performance; ensuring employees feel valued, trust management and each other; and ensuring customers are impressed with the quality, lead time and high levels of service that contribute toward consistent sales growth and financial stability. • Mentored and coached employees which built and solidified a high-performance culture based on relationships of trust, honoring commitments, respecting all stakeholders and a commitment to continuous improvement. • Successfully developed and led an operations leadership team consisting of five direct reports managing all aspects of the operation. • Actively participated as a member of the business leadership team to develop the strategic planning process. • Selected and focused the business on key process indicators. • Successfully implemented Lean and Six Sigma tools and executed numerous continuous improvement efforts. • Successfully led the development, implementation and certification of the ISO9000 certified quality system. • Actively participated on the leadership team that developed and implemented numerous business systems including the ERP system, targeted hiring/selection process, and employee performance review process.• Contributed to overall company results with previously identified accomplishments resulting in key process indicators below: o Increased on-time shipping from 80% in 2005 to an average of 99% over a five year period. o Increased machine shop productivity by 30%. o Reduced cost of quality, rework and remake, by 27%.o Reduced employee turnover to less than 5% annually. o Maintained gross margins at or above historical levels while making substantial investments and additions to staffing and infrastructure.

Responsible for operations from engineering hand-off to product shipment including budget management, materials management and human resource related issues. • Developed and implemented a Lean manufacturing cell that employed cellular and lean manufacturing concepts which improved product-flow, reduced quality errors and decreased order lead time. • Effectively managed with clear, respectful communication which increased shop morale and turned around many poor attitudes.• Developed and implemented Six Sigma DMAIC processes and statistical process control methods which controlled quality and improved process capability and included the development and use of policies, maintenance and operation procedures, control charts, gauge R&R, capability studies and corresponding audit schedules. • Implemented the shop floor control portion of the ERP system which substantially improved manufacturing scheduling and capacity utilization. • Contributed to overall company results with previously identified accomplishments resulting in key process indicators below: o Increased average on-time shipping by over 15% and reduced staff and operating costs. o Increased direct labor applied by 22%. o Reduced cost of quality (rework/remake) by 7%. o Dramatically improved levels of customer service and responsiveness and repositioned the EMT International market place reputation to one of great dependability, timeliness and quality.

Responsible for all manufacturing, installation/service and materials sourcing/management functions from engineering hand-off to equipment installation and start-up including budgeting process as well as related human resource issues. • Key performance indicators include:o Successfully implemented an ERP material and financial management system.o Increased gross margins by 25%.o Reduced direct material cost by 15% and direct labor hours per project by 50%. o Reduced rework/warranty costs as a percentage of sales from 12% to 5%. o Increased manufacturing capacity from $3.7 million in sales to $10.1 million. o Improved on time delivery by more than 50%.o Increased inventory accuracy from 82% to 99.6%.

Facility Planner - Lakeview Plant, Neenah, Wisconsin (7/98 - 10/98) Responsible for the production planning department including supervising and coaching of production planners, development of planning systems, working with other groups within the mill, and successfully executing projects supporting the business plan. Infant Care Staff Planner - Corporate Staff, Neenah, Wisconsin (03/97 - 06/98) Responsible for capacity and inventory management of all internally supplied raw materials used in diaper production in North America. Included working with six diaper production facilities and effectively working with business, finance, marketing, operations, research, and engineering teams. “Quick Response” Analyst - Corporate Staff, Neenah, Wisconsin (11/95 - 02/97) Responsible for interpretation of sales data and distribution of finished product to 23 Wal-Mart distribution centers. Success required meeting or exceeding required customer service levels at all times. Mill Planner II - Lexington Mill, Lexington, North Carolina (10/94 - 11/95) Responsible for interpretation of sales data, scheduling of converting lines, procurement of raw materials, and deployment of finished product to six distribution centers located throughout the United States; and managing shipping and receiving, warehousing, and associated personnel matters. Mill Planner I - Neenah Nonwovens Plant, Neenah, Wisconsin (12/92 - 10/94) Responsible for production planning, raw material procurement, and finished stock deployment of component materials used in the production of consumer products and mill transportation management.