Alvarez & Marsal (A&M) is a global professional services firm notable for its work in turnaround management and performance improvement, providing global leadership, problem solving and value creation for companies across industries and around the world. Recent experiences include: *Held several interim manufacturing leadership roles, including recently a consumer bakery plant, quickly driving a $1.2 million dollar reduction in variance costs within six weeks due to increased labor efficiency and equipment utilization. Specific actions during these engagements included revitalization of the productivity programs, significant improvements to the CIP program, line OEE improvements, and the development of supervisor leadership programs including Standard Work for Leaders. *Implemented an improvement program across 25 plasma donor center locations, engaging management across multiple levels (local center management, regional, as well as senior operational leadership) to identify and drive improvement savings. Results included reducing labor costs by over $5 million dollars while developing leadership ability to leverage the improvement program to other facilities. *Led a cost optimization effort for a contract manufacturing filling company across two sites, beginning with the initial diagnostic to identify savings in overhead reduction , direct labor efficiency, and scrap improvement. Built significant trust with the local management and PE leadership team, translating to leading the implementation efforts to realize ~$4M in cost savings while actually increasing line OEE and direct labor efficiency. *Conducted multiple buy-side plant assessment diagnostics across a wide range of industries including beverages (juice and soft drinks), packaging, metal and plastic drums, etc. Assessment frameworks identified opportunities and potential improvement actions across all areas of manufacturing including safety, quality, maintenance, and cost reduction.

Responsible for re-energizing a 150 year old industrial company to a significantly higher level of performance, with an external focus on creating customer value. Specifically accountable for MANUFACTURING (safety, quality, delivery, cost/productivity), SUPPLY CHAIN (procurement, logistics, supply management), and ENGINEERING across 19 manufacturing sites around the globe.Strategic Advancements: *Defined a 5-year strategic plan, as part of executive leadership, with responsibility for crafting the integrated supply chain tactics necessary to achieve profitability targets, beginning with a new $30 million greenfield plant investment to commence operations in early 2018. *Initiated an overall manufacturing excellence strategy designed to reinvigorate the performance of all integrated supply chain activities, including implementation of the "HarbisonWalker Business System (HBS)", a lean based process to ensure tiered metrics and accountability from the executive level down to shop floor Tier 1 shift meetings. *Crafted an advanced performance management program to better align individual with company performance, including cascaded metrics, improved performance feedback / recognition as well as personal development, resulting in increased employee engagement.Operating Achievements: *15% improvement in variable costs per ton due to material cost reductions driven by e-sourcing activities, including implementation of e-auctions for most major raw materials. *30% fixed cost reduction due to network optimization activities and other focused fixed cost improvement initiatives. *61% reduction in recordable incidents and 65% improvement in quality since 2015 due to improved employee engagement, supported by implementation of specific tools and capability development ( root cause / corrective action, Behavior Based Safety, operator standard work, VSM, new customer feedback system, visual management, etc) to drive and sustain the culture change.

Strategic Advancements: *Implemented a manufacturing improvement program, engaging each country site at their starting level of capability in safety, quality, productivity, working capital and talent development, allowing for early positive engagement, registering & rewarding early wins, and then applying support programs to accelerate progress. *Restructured the entire manufacturing organization over a two year period, including standardized roles across sites to leverage scale and bring clarity to accountability, a center of excellence for safety and quality to drive consistency, while implementing a scorecard approach to setting objectives and assessing results. *Led the creation of a region-wide incentive system that shifted organizational behavour from isolation to collaboration, rewarded real performance, and set the stage for upgrading the talent pool. Operating Achievements: *Contribution margins increased from 17% to 24% supported by ~$2 million/Yr. in variable productivity improvement. *C2C improved from 81 days to 64 days with inventory declining ~9 days (16%) and AP increasing ~5 days (10%). *Quality and Service improved, as measured by: Return Sales – reduced 85% to $615/MM sales; On-time In-full – increased 15% to 95.8%, by moving from rule books to in-process control, rigorous measurement, and RCCA training *Injuries fell from 12 per year to 3, with a 2013 YTD OSHA TIR of just 0.31 *Employee satisfaction scores, on average, rose 9 points or 12% after implementing supervisor and management training programs focused on skill improvements in communication, team building, and goal setting

Responsible for the performance of 8 plants across North America, including plants in Canada, US, and Puerto Rico with sales of ~$350 million. Also responsible for all supply chain and productivity (lean/six sigma experts) resources and activities for the $1 billion dollar rigid container division, establishing best practices and accelerating gains.Strategic Advancements: *Redefined the end-to-end inventory management process across a $1 billion dollar sales division, generating a necessary shift in mindset and behaviors to drive inventory velocity with real-time metrics, rigorous tools, and incentives alignment that rewarded results. *Revamped the divisional productivity management system itself, introducing cascaded metrics, a productivity project monitoring system which improved utilization of productivity resources, and a review process that ensured visibility of critical projects and segment performance levels.Operating Achievements: *Plant contribution margins improved due to consistently driving ~$15 million p.a. in variable productivity. *Divisional inventory reduction of $5.3 million (7%) in first year alone, initiatives recognized with Sonoco Customer Satisfaction Through Excellence (CSTE) award for Operating Excellence in 2007.

Responsible for defining and leading supply chain improvement activities (inventory reduction and Perfect Order improvement) across all divisions in Sonoco.

Responsible for leading client engagements to address critical issues inside leading manufacturing companies worldwide. Major initiatives included acquisition strategy, post-merger integration, operational transformation, and organizational effectiveness. Client locations included Europe, Canada, the United States, and New Zealand. Major Initiative Achievements: *During due diligence, worked with client on an $850 million acquisition by developing a comprehensive transformation plan definitively showing that earnings could be improved by 25% in the first two years through improvements in asset utilization and cost management. The acquisition proceeded with McKinsey providing a market-approach strategy as well as additional integration support *Created a game changing Operational Transformation strategy that combined operational and organizational improvement models to drive performance across an industry sector. Personally applied the model to deliver a 15% production capacity improvement at a large New Zealand pulp mill with no capital investment. The completed approach was leveraged to similar client conditions by teams worldwide. *Led an Operations Strategy and Effectiveness post-merger management engagement with a US based white goods manufacturer. Created a framework that was utilized to identify and capture over $70 million USD in operational savings through procurement and network rationalization synergies. Follow-up work included initial target setting, implementation, and performance tracking.

Managed a $100 million dollar deinked pulp plant with responsibility for all functional areas (sales, operations, purchasing, administration, engineering, technical, and maintenance).

Technical Manager during the construction and startup of a $30 million dollar recycled pulp mill, responsible for quality and process control development, training, and implementation.

Basic R&D process engineering, including lab and bench scale testing, project management, and large scale plant implementations