Led 25 salaried and ~100 non-union operations’ associates in chemical processing terminal moving $800MM+ chemicals throughout facility, producing a wide range of products for consumer goods (e.g., Downy Unstoppables) and pharmaceutical products manufacturing. Customer- facing role that required ongoing contract negotiations. Full P&L responsibility for turnaround facility (quality, service). Lead Capital Portfolio Management for all NA capital expenses. Lead New Business Initiatives program and project management team. $60MM revenue. Selected Accomplishments - Delivered company record safety, quality, and financial performance, resulting in consecutive record-setting ROCE and record-setting EBT in second and third full years - Increased customer engagement score from bottom quintile to top quintile in two years through focused improvements across full customer spectrum from order receipt through manufacturing/shipping to invoicing - Developed North American proactive safety and quality walks, reducing injury rates 65% and quality incidents by 90%+ across Cremer - Served as engineering and operational leader with Commercial and Customer to create new processes, inclusive of capital portfolio, program, and project management, to introduce new products to organization/market, onboarding 50% top line growth from 2017 through 2020 - Facilitated continuous improvement efforts (hoshin kanri, gemba walks, kaizen, kata, Total Productive Maintenance, TPM, 5S, leader standard work, SMED) resulting in 45% OEE improvement (65% to 94.5%+ sustained): while reducing downtime ~70%; reducing scrap / rework 70% (5% to 1.5%); and increasing rate attainment 4% (96.4% to 100%) - Initiated and led company-wide Frontline Leader Certificate Course Program and CREMER Coaching Program (aka Toyota Kata) - Led global Total Productive Maintenance (TPM) efforts; served as Global OpEx Leader (holding company board)

Led 10 salaried and ~250 non-union operations’ associates in printing operations (Flexo, Litho, Roto) and printing support roles in a $140MM facility, producing premium labels for Fortune 50 companies. P&L responsibility for assigned areas. Selected Accomplishments - Led associates through significant M&A activity, plant consolidations, $20MM+ capital expenditures, and new business onboarding - Liaised with global leaders to develop and facilitate Frontline Management Leadership Development Program - Increased revenues from $120MM to $140MM with existing primary equipment through scheduling and productivity improvements - Reduced monthly closed job variances from $300M to $150M - Championed and led continuous improvement efforts (gemba walks, kaizen, kata, Total Productive Maintenance, TPM, 5S, 6S)

Led 10 staff across finance, human resources, customer service, supply chain, procurement, manufacturing operations, engineering, maintenance, shipping, receiving and ~65 union associates in a $40MM steel shipping drum manufacturing facility. Full P&L responsibility. Selected Accomplishments - Recognized as Q2 2015 Champion for outstanding contributions, driving change, and creating a one team culture by Division SVP - Implemented Commitment Based Safety, increasing safety maturity score from 2 to 7 of 10 two years early, while reducing RIR by 66% - Improved profitability by driving out $1.5MM of $1.849MM of negative pocket margin with sales team in first year - Improved working capital by 35% through early pay, reduced fixed costs, vendor-managed inventory, and increased sales revenue - Reestablished quality performance, improving customer satisfaction metric from 38 to 65 in < 8 months - Built a continuous improvement program from the ground-up (TPM, 5S, Kata, TQM)

Led 3 salaried staff, including operations and industrial engineering, and ~40 non-union associates in printing operations (Litho, Digital) and printing support roles in a $135MM facility, producing premium casino and retail poker playing cards. P&L responsibility for assigned areas. Selected Accomplishments - Delivered exceptional financial performance ~32% profit margins, 30MM+ in EBITDA - Led initiative to bring three new products to market using a Design for Six Sigma approach resulting in US patent application 20160250546 A1, Card Back Design as a Way to Prevent Card Sorting - Improved internal quality 33% through continuation of quality kaizen projects and implementation of total quality management (TQM) system - Increased equipment performance through effective implementation of Total Productive Maintenance (TPM) program, resulting in world-class performance in paper lamination, printing, and die cutting operations

Promoted to Continuous Improvement Manager (2011 - 2012) from Production Manager (2010 - 2011), and formerly, Production Supervisor (2008 - 2010).Served in single-site operations’ roles and multi-site operational excellence roles in plants responsible for producing consumer product packaging (paper and plastic products). Projects in all three roles included safety, quality, delivery, and cost improvements. Corporate Lean Six Sigma Black Belt IV Selected Accomplishments (Apr 2011 – Oct 2012) - Delivered $11MM+ in bottom-line savings for CY2011 across division - Reduced customer complaint cycle time from 6+ weeks to ≤ 9 days - Saved $3.1MM in annual revenue by identifying root cause to a quality issue by reducing complained about quantities from 244,656 to 0 - Increased W&H inline printing/tubing/bottoming bag-making machine uptime from 42.85% to >55% in four months. - Reduced waste across a 4-machine value stream saving $312M per year - Deployed Corporate Quality Management System and assisted in ISO, SQF and AIB audit preparations - Served on Corporate Culture Team to help improve culture and associated scores using Denison Consulting’s Culture Survey Production Manager (Oct 2011 – Aug 2012) and Production Supervisor (Nov 2008 – Oct 2011) Selected Accomplishments - Decreased recordable incident rate to 1.87 from 2009 – 2011; prior 3-year period was 3.62 while personally completing 700+ 1 on 1’s - Generated $9.396MM EBITDA from 2009 – 2011; prior 3-year period was $1.344MM - Improved quality position by reducing Defects Per Million Opportunities from 1788 to 776 - Increased 2011 throughput 12.4%, while exceeding production goals at 104.63% - Served as co-leader for the plant’s Culture Team to improve labor relations and cultural climate after years of heavy-handed management

Promoted to Continuous Improvement Manager (2007 - 2008) from Production Supervisor (2006 - 2007) in 3PL environment.As Continuous Improvement Special Projects Leader, led ISO-9001 implementation and cost savings/productivity improvement projects. As Production Supervisor, led between 50 (non-peak) – 200 (peak) non-union associates in a 3PL distribution facility. Selected Accomplishments - Identified and corrected inventory replenishment gap that resulted in $480M annualized savings (8 FTE headcount) - Created production controller resulting in $207M annualized savings - Received two awards from customer for leadership and teamwork during joint operations

United States Marine Corps Supervisor (Sergeant) in logistics, operations, and training roles.