Responsible to set and embody the cultural expectations for my team towards the safe and continually compliant execution of site objectives.Steward of the facility and assets to the benefit of our business, customers, environment, employees, and community.Support planning and implementation of projects and directives in line with Business Unit strategies. Drive continuous improvement towards world class manufacturing standards through the identification, development, leadership and mentoring of personnel engaged in Lean Manufacturing and Six Sigma Projects.

Cellulosic ethanol research and development , mix of venture capitial, grant and equity funding, pilot and demonstration facility < 100 employees;  Direct all operations and manufacturing at the Rome pilot / demonstration facility; a $45MM investment. Oversee all safety, health and environmental administration for the site including training, permitting, and associated reporting. Provide operations, plant design and engineering support for the Kinross Cellulosic Ethanol (KCE) project, a cellulosic ethanol joint venture with Valero. Responsible for facility OPEX including plan and budget process, and CAPEX encompassing project management through execution and commissioning in support of company goals.  Serve internal and external customers needs by validating laboratory development efforts at both pilot and demonstration scale to qualify commercial scale unit operations technology.Major Projects / Achievements Transformed facility from empty shell to fully staffed and commissioned 24/5 ethanol producing operation in five months. Led the effort to bring the first significant expansion through commissioning and performance testing to manufacture fuel grade ethanol in support of a flex fuel vehicle demonstration within one month of mechanical completion. Completed and commissioned the third major expansion to the demonstration facility and migrated to a 24/7 operation ten months from the inception of the project to satisfy operational and grant requirements.

 Completed a project to retrofit a decommissioned facility into an 80 employee FDA governed OTC toll processing operation in just over a year (QualPak). (Project budget ~ $14MM) Set up initial business functions, processes, managerial hires and departmental budgets. Designed, installed and validated systems including USP water, OTC batching, plant wide clean in place system and packaging lines.

GOJO - Personal Care OTC Manufacturer, private company, <500 employees, non-organized labor) (QualPak - Subsiderary of GOJO, Manufacturing Center, tolling facility, <100 employees, non-organized labor); 2003 - 2008 Managed all engineering, maintenance and logistics aspects of the QualPak facility including processes, new products/ formulae, capital, and budgeting. Championed the installation of warehouse managerment RF barcoding system increasing component accuracy from 90 to 98% allowing MRP to reliably operate.

 Directed production and processes for an FDA regulated 24/5 OTC mixing and packaging operation. Implemented performance tracking software and program as a gateway to the use of lean manufacturing techniques as part of a larger continuous improvement program. This program increased the efficiency of operations to offset capital deprecation impact to the 2007 plant operational budget. Achieved operational uptime metrics by adaptation of fast change over assemblies and techniques in conjunction with order staging and reconciliation and CIP process improvements to offset increasing product and SKU mix.

 Maintained full operations and P&L responsibility for the amine and ethoxylated soybean oil plants with key performance indicators (KPIs) around safety, quality, production, shipping and OPEX. Teamed with product managers through S&OP processes translating into dynamic forecasting and planning within the ERP system (SAP).Major Projects / Achievements Improved product quality and consistency of operations by adaption of lean manufacturing techniques and minor CAPEX projects enhancing process control. Developed methods for and implemented an off spec material recycle program to incorporate previously unsalable materials into the consistently high quality product coming off the line as a result of process improvements. This program allowed the reuse of six months of off spec material inventory in eighteen months of production.

 Directed a staff of eighteen including engineering, maintenance supervision and planning, and steam plant operations.  Developed and maintained an annual maintenance budget exceeding $5MM. Oversaw all plant CAPEX including project management, design, specification and execution of multiple concurrent capital projects with annual budgets routinely exceeding $5MM.  Maintained departmental responsibility for the implementation and upkeep of policies and quality standards including Responsible Care, AIB and ISO 9002. Provided engineering fire-fighting and failure analysis capacity to support operations plant wide. Performed detailed process modeling via Aspen to predict economics for candidate feedstocks and resultant products. Teamed with R&D in a technology transfer role focused on the development and implementation of new processes into the commercial facility.Major Projects / Acheivements Replaced existing control system with updated Allen Bradley DCS system. Project included the use of Foundation Fieldbus protocols and the implementation of S-88 methodology to a batching process (Project budget ~ $1.4MM) Completed the installation of a Hydrogen plant as part of a joint venture with Praxair (Project budget ~ $1.8MM) Retrofit batching process to continuous process controlled by RS3 distributed control system (Project budget ~ $500M) Identified process failure mechanism for new multiple distillation unit installation, and completed unit retrofitting as necessary to achieve nameplate capacity (Project budget ~ $400M) Adapted new piping and process specifications for plant site to encompass all fluid transfer, pressure vessel and high pressure systems

Manufacturer of refractory and specialty materials,<175 employees, United Steelworkers Labor) Responsible for process changes including the introduction of new products and the optimization of current processes. Role included the implementation of process changes from project engineering and management responsibilities typically involving cost estimation, risk analysis, equipment specification and vendor and contractor management to documentation training and final turnover to operations.Major Projects / Achievements Improved product quality and consistency via furnace combustion improvements allowing for market entry into higher specification and value product lines. Implemented elements of lean manufacturing by first creating custom database applications for data capture and then applying these data towards classical continuous improvement programs. Revised finished product inventory system to increase warehouse productivity and decrease product returns and partial shipments as measured by on time in full (OTIF) metrics.

 Formulated PVC, urethane, and epoxy sealers, deadeners and adhesives for use in passenger vehicles and light duty trucks.  Responsible for taking the formulations from the bench to the production floor through the technology transfer process.Major Projects / Achievements Two sealers were developed from the bench to full scale production for the purpose of unseating incumbents’ products by undercutting price but maintaining product performance. One sealer was commercially successful and was subsequently used in the manufacture of Ford Explorers and F-150 trucks for several years.