Senior Manufacturing Consultant specializing in providing tools and options to optimize manufacturing processes to improve employee safety, the quality of products, efficiency, costs, and sustain elevated operational performance.

Current Responsibilities: Lead facility in safely producing 80M+ gallons of quality dairy and non-dairy beverages annually  $40MM operating budget 6 direct reports, facility of 300 team members 8 processors with 10 high speed packaging lines  Palletization with Alvey automatic palletizers and ABB robotic palletizers  Fulfilling orders of approximately 85 loads and 10 inbounds per day.Key Achievements: Safety commitment reducing recordables by 50% in 2018 from prior year 2018 & 2019 SQF score of 99% achieved; highest ever in broader organization of 13 plants Factory efficiency improvement by 7% in two years. 30% volume growth in three years Overall labor efficiency improved by 17% Developed partnership with regulatory agencies to achieve best for all parties Attribute all improvements to employee engagement via empowerment

Provide leadership in a turnaround situation. Provide vision, strategy, and coaching to improve facility performance. Unionized facility. Key Responsibilities: Manage 330 associates out of the 550-plant population where the International Association of Machinists serves as the bargaining unit. 11 high speed packaging lines package ~10MM barrels (bbl) annually (137,780,000 cases) 5 can lines (6 can sizes) produce up to speeds of 1,700 cans per minute (aseptic & tunnel pasteurization) 5 bottle lines (7 bottle sizes) produce up to speeds of 1,200 bottles per minute (aseptic, tunnel, & flash pasteurization) 1 keg line for on premise sales (aseptic filling) Palletization of finished goods with 14 Alvey automatic palletizers and 1 Krones robotic palletizers, all coupled with automatic stretch wrappers 600 SKUS produced over a 4-week cadenceKey Achievements: Safety commitment reducing recordables by 20% in 2016 from prior year Quality rating improvement by 3 points year over year Factory efficiency improvement by 3 points year over year Labor efficiency improvement of 6% (11.7 bbl./labor hour to 12.4 bbl./labor hour) Overtime management reducing percent of total overtime from 23% to 12% Enabled $5MM turn around in overall cost within 6 months

As a portion of the Craft Supply Chain Division of MillerCoors, provided leadership and responsible for full P&L, safety, quality, finance, logistics, production, and warehousing of newly aquired Crispin Cider Company, which included two local sites and one 3rd party logistics firm. Key Achievements: Reduction in recordables by 75% since 2012 Employee safety committee established and empowered Established 5S and structured communications Improvement of water ratio to cider produced by 30% (’13-’15) Enabled asset care program implementation at site Transformed the culture of site by establishing a foundation around Safety, People, Quality and Continuous Improvement On time and business plan delivered of $4MM capital project Developed partnerships with the regulatory bodies on opportunities and resolutions for all Costs of >$100/bbl taken out of business via these vehicles:o Cider Integration implementationo Leadership Team Reorganization implementationo Capital projects development and implementationo Enabled ambient keg shipment through micro qualification o “On top” cost savings initiatives ($934K 2013; ~$700K 2014) Scheduled, developed, and executed a 5-year Craft Supply Chain strategy development session – ‘15 Enabled capabilities to gain approval to move Henry Weinhard’s soda to Colfax – ‘15 Worked jointly with Corporate project manager for Cider sourcing before requirements exceed site capacity Evaluated and provided input on a merger and acquisition consideration, which was executed  Earned “The Ringo” Hoppy Award for “Best Contribution to Tenth and Blake by external business partner” T1, 2014 and Annual 2014 Overall Maintained non-union status

Overall responsibility for Unit (four high speed can lines) in respect to safety, people, quality, service cost, and responsibility of a union facility.Key Achievements: Changed mindset towards safety by driving safety work order completion to 100% Led pedestrian/traffic assessment team and implemented improvements Facilitated improvement process for draft sanitation including improved micro results and 30% in reduced time to clean As packaging HACCP development team leader process was completed ahead of scheduled and helped others execute their areas Developed C1 line as a model line from many aspects and shared with others  Built partnerships with key peers by use of service level agreements Enabled C1 process improvement for draft concerns around Coors Light – Quality Index 97% in 2011 vs. 82% in 2010 Demonstrated relationship building by leading department union stewards meeting Quality index, OEE, beer loss, labor and maintenance budgets at goal with many exceeding Developed and implemented Project “Elevate” for can lines to drive improved performance from safety through cost attributes

Manager of Business Unit IV (Curing and Finishing) 2005 – 2006 Successfully managed a budget exceeding $30MM for a production department with 320 associates Responsible for Safety, Quality, People, Production, and Cost of department Green Belt in Six Sigma enabling many improvement projects  Enabled efficiency improvements through employee owed continuous improvement projects Maintained non-union status Manager of Plant Quality Assurance, 2001 – 2005Key Achievements: Led and gained support from corporate to begin the process of pursuing ISO 9001 LEAN manufacturing steering committee member and facilitated Kaizen events Completed the quality at source implementation, with the Quality department operating as support Point person working with joint venture in China for 2 months to outsource tires Department Manager of First Stage Tire Assembly, 1998 - 2001 Production Foreman, Tire Assembly 1996 -1998Production Foreman, Curing and Finishing, 1992 - 1996Quality Engineer, 1991-1992Quality Assurance, Tire Reclassifer, 1986 -1991Quality Assurance, Tire Technician, 1984 – 1986