Global Plant Engineering Director, EngineeringAn integral part of the 3M Engineering Division providing both the strategic vision and operational leadership to ensure deployment of world class asset management & reliability practices for our global Manufacturing & Supply Chain operations. Corporate leader for Plant Engineering Global Excellence,supporting the development and implementation of standardized methodologies as a member of the 3M Engineering Operating Committee.➢ Advance best practices in operations and maintenance by creating a global culture of reliability and asset management through standardization, education, and partnerships.➢ Develop and implement a strategic vision for global standard plant engineering management and operational practices.➢ Strengthen the Central Plant Engineering Organization, advancing Plant Engineering as a core competency.➢ Partner with Enterprise Operations to drive key reliability and asset management initiatives, breaking down silos and standardizing globally.➢ Leverage internal & external expertise for education and training of reliability and asset management systems.➢ Strengthen alignment and partnerships between Plant Engineering and SAP stakeholders to promote global computerized maintenance management system standardization & improvement opportunities.➢ Champion the development, communication and deployment of standardized maintenance and reliability metrics & KPI’s globally.➢ Define and develop a “Connected Plant Engineering Organization” in alignment and support of Digital Shop Floor technologies and Industry 4.0 acceleration.➢ Lead human capital and resourcing strategies to build the talent pipeline for skilled maintenance craft, maintenance and reliability engineering, and plant engineering leadership.➢ Collaborate with EHS, Facilities, Division Engineering and Enterprise Ops to drive renewal initiatives.

Plant Engineering Manager, Industrial Business GroupProvided leadership and management for the Greenville Plant Engineering organization, including all maintenance operations on site, infrastructure management, capital investment and leadership ofdisruptive technologies. Responsible for mechanical, electrical, equipment reliability and efficiency improvements. Responsible for driving continuous improvement initiatives related to safety, compliance, quality, and technical skill development. Lead infrastructure investment and manage overall capital investment for the site.➢ Directly responsible for indirect cost control- M&R spend down 11%, Maintenance supply spend down 7.2%, Energy spend down 6.7%- significantly contributing to P&L performance and COGS.➢ Led cost out initiatives leading to over $2.0MM in Maintenance savings over 4 years (2015- 2018).➢ 130-point improvement in Plant Engineering Global Ranking (High Score/Improving Rating).➢ Managed CapEx Global Capital Forecasting, 5-Year planning, GCF population and significant project execution.➢ Significant contributor to Greenville OP planning and execution- focusing on LSS delivery, variances, absorption, OT reduction, and COGS attainment.➢ PEGE Advisory Committee Member, Employee Led Safety Sponsor, Site PM Lead for BT Transformation, 2017 Energy Excellence Award Recipient, Alpha/Beta Improvement Team Member.

Plant Engineering Manager, Consumer Business GroupProvided leadership for the Tonawanda Plant Engineering organization, including maintenance operations, utilities operations, buildings and grounds. Responsible for establishing and sustaining a maintenance organization that assures reliability and availability of all plant equipment and facilities.Coordinate and interface with production managers, process engineering, division engineering and other staff groups assuring efficient and effective plant operations.➢ Rebuilt the Plant Engineering leadership team after significant turn over in the department from early retirement incentives.➢ Improved equipment reliability and delivered cost reductions totaling over $3MM in indirect savings.➢ Developed and implemented cost reduction measures to offset sponge block underutilization.o 21.4% reduction in M&R spend (down $1.0MM)o 28.2% reduction in Supplies spend (down $1.1MM)o 27.6% decrease spend in Utilities (down $1.6MM)➢ Drove significant improvements in equipment reliability under a cost constrained environment.o 12% improvement in making monthly equipment downtimeo Wrapper 6 productivity improvement- 13.6 mixes/day to 16.2 mixes/dayo Significant improvements in OEE for Continuous Laminating Lines leading to a labor productivity improvement of 5.5% and an overall productivity for the site of 4.4%