Eric Cannon Email and Phone Number

Executive Leader of global motorized awning manufacturer with multisite operations. Division President is responsible for developing and delivering on short-term and long-term strategic plans for driving profitable growth of the business and increasing shareholder value. Ownership of P&L and all company functions including HR, Operations, Engineering, Finance & Accounting, Sales & Marketing, and IT.

$140B Industry Association with a mission to protect and grow the RV market in North America. Board provides guidance and direction to the RVIA regarding where to invest capital and resources to accomplish their goals.

Residential Brand and subsidiary of Carefree of Colorado focused on delivering exterior shading solutions to homes and commercial properties.

Lead the Industrial Business Unit including all Sales, Operations, Sourcing, Quality, and Engineering teams * Drove NPD efforts that lead to growing revenue by 39% from 2017 to 2019 * Doubled plant output from 2017 to 2019 * Improved on-time delivery to 95%+ * Implemented numerous material cost savings projects to improve margins * Invested in Engineering and Life Test capabilities supporting NPD efforts

Responsible for start up of a new production facility in Mt Juliet, TN in 2016 in addition to managing all operational functions for two manufacturing plants (TN & OH)New Union CBA negotiated and approvedLead the Operational growth of the Mt Juliet plant to increase output by 600% YOY (2016-2017)Grew the Quality team to support two plants and achieve ISO 9001 in Mt JulietLead the Sourcing and Purchasing team to drive down material costs by 1% COGS despite global inflation

The Plant Manager is responsible for managing all activities of the manufacturing operation through a team of managers, supervisors, and team leaders. He is responsible for implementing effective safety programs that comply with all corporate and OSHA regulations that drive improvements in plant safety performance. He must ensure that the plant produces quality products that are delivered to the customer complete and on-time; ensure that all reports are held accountable for their work but are treated fairly and consistently as required by the Masonite Blueprint; and consistently improve the efficiency of manpower, materials and machines through the deployment of Lean Six Sigma.Summay of accomplishments:• Managed $56MM in cost to support down-channel sales of $100MM+• Increased fill rates from 80% to 99%+• Lead the plant in support of two new product launches due to hit market in 2015• Developed project plan for meeting 2014 financials targets with weekly project meetings with a focus on data to make decisions to drive improvements

The Division Project Manager is responsible for leading the successful implementation of cost improvement and process improvement projects at the plant and division level; providing quality, on-time and on-budget delivery of assigned projects. Guiding cross functional teams in the implementation of assigned projects, taking large and complex projects from the original concept through final implementation. Projects to include: plant relocations and consolidations, supply chain improvement initiatives, equipment purchase and installations, division-wide TPM initiatives, and HR training and development programs.Summary of accomplishments:• Managed the consolidation of three Canadian plants into two locations and delivered $1.3M in project savings• Lead the outsourced finishing portion of the Project Phoenix new product launch and delivered 20,000 prefinished units of both stock and displays for the initial store setting• Drove Lean Six Sigma Program in Entry Systems and Residential Door Group• From 2010 to present – delivered $12.1M in savings vs. plan of $8.8M• From 2011 to present – oversaw the completion of 82 Belt Certifications

Summary of accomplishments:• Value Stream Map facilitation (19 events) – including four European plants• Lead over 300 hours of Lean Six Sigma training• Oversaw the certification of 15 Green Belts• Facilitated 12 kaizen events (improvements in layout and general productivity)• Developed and Launched the Yellow Lean and Orange Belt classes in 2009• Implemented new scanning technology in Charlotte, NC steel-door plant to facilitate delivering new shipping process for glass with fewer errors and requiring $250k less labor annually

Summary of accomplishments:• Developed new processes and drove process improvements across entire Dorfab division by utilizing Lean Sigma knowledge and leadership skills to reduce labor by 300,000 hours and drove down costs by an estimated $5M in 2007 over 2006 results• Created project plans for most Dorfab facilities upon review of operations to change processes from current state to future state which was generally represented by a standard operating procedure• Created tracking/comparison files to see trends in performance in all plants and rank plants’ overall labor efficiency to standard• Served as Black Belt support on all Green Belt projects in Lawrenceville Dorfab• Led and/or facilitated 3 Kaizen events in Lawrenceville• Worked with corporate team to develop 5S rollout program.

Summary of accomplishments:• Developed a complete lean transformation plan with the lean team in Hillsboro that will allow us to drive change, empower employees, and track progress over the three to four year transformation period• Developed a time line for implementation of 5S, inter-shift-communication go meetings, shadow board development, and training for all within my 150 person department• Created metrics for measurement and visual display boards to communicate progress towards goals• Directed activities of hourly and salary associates towards accomplishing department goals including creating plans and timelines for completion of tasks• Implemented a full marketing plan including standardized rewards and recognition to ‘sell’ the changes to the labor force• Kaizen leader for 20+ events