•Reporting to divisional VP for Air Cooled Applications in a matrixed organization supporting 3 GM’s and 3 Managing Directors with manufacturing footprint of 9 facilities in 7 countries with over $800M in sales and over 3500 employees. •Leader of global manufacturing engineering, advanced manufacturing engineering, and industrial engineering •Provide strategic input and direction for manufacturing decisions for division •Provide global coordination for process equipment, tooling, and material standardization •Global Oversight responsibility for Capital and Capacity planning •Lead multi-plant, large scale optimization and product transfer projects to optimize footprint and asset utilization

• Leader reporting to VP in Manufacturing Division for Caterpillar branded drivetrain, hydraulic, heavy structures, cab components, exhaust aftertreatment with a global footprint in 3 countries, over $3B in sales, and over 5,000 employees. • Managed Divisional Global Processes for Capacity Planning, New Product Introduction, Program Management • Delivered over $550M Cumulative Operating Profit over 10 years, with typical portfolio of 30 projects annually • Increased divisional Cost of Sales by over $1B annually • Successful Leader for 7 Facility Closures in France, Belgium, Italy, and U.S • Managed Global Teams for installation and start-up of Value Streams in Mexico and China • Divisional Lead for Development of Caterpillar Component Strategies ৹ Develop and gain approval of strategies up through the Executive Office level ৹ Work closely with customers with on-going sourcing and strategies for components ৹ Led, and provided guidance, for inter-divisional sourcing strategies ৹ Established facility strategies for Make vs. Buy sourcing studies • Managed Industrial Engineering and Simulation resources from (March 2017 – April 2018)

• Led and developed long term (10-year plus) strategies for global footprint with machine divisions • Led Sourcing and Transformation Projects ৹ New Facility Development ৹ Global Footprint Rationalization ৹ Capacity Expansion and Contraction ৹ Make vs. Buy Strategy and Analysis• Leader of Global Production Network Process Projects - $1.9B Savings Identified • Lead team member in development of Caterpillar data and network visualization platform • Participated in Central America Site Selection for new facility start-up (Monterrey, MX)

• Developed global manufacturing footprint and strategy for lower powertrain in support of prime product manufacturing and sourcing strategy. ৹ Developed strategy and business proposal for North American lower powertrain footprint. ৹ Developed $17M business proposal for lower powertrain expansion in India ৹ Developed $71.5M Capital Investment for powertrain facility in China. • Led project to identify simplifications in customer price list for machine lower powertrain options. Identified 49.03% improvement opportunity across entire product line (Reduction of 329 lower powertrain options). • Led project to develop strategy for simplification of engineering bill-of-material for lower powertrain across enterprise to improve ease of manufacturing, traceability, inventory tracking, and transfer pricing between business units.

Chrysler St. Louis North Assembly Plant (Dodge Ram Trucks)• Managed all Plant Industrial Engineering activities for current and future Model Year vehicles • Direct report to Plant Manager with daily input into day-to-day decisions of plant operations• Manage Resources of Industrial Engineering Department of 11 full time Industrial Engineers • Achieved a 27.1% reduction in plant required to operate manning from 2005 through 2007• Delivered Engineering labor content conversion rate of 94% of actual labor to a target of 82.5% • Collaborated with Vehicle Engineering and Advanced Manufacturing Engineering to ensure product and facility designs minimize required labor. • Work concurrently with Corporate Industrial Engineering to set and achieve productivity and expense manpower targets that are consistent with divisional goals.

Chrysler Technology CenterCorporate Manufacturing Action Process Team Member• Identified and implemented re-occurring annual savings of over $8.7 million. • Certified corporate facilitator for training of Chrysler corporate lean manufacturing concepts (SMART) • Collaborate with plant management to identify and implement indirect labor improvements • Provide assembly plants with methodologies and analysis of plant to recommend appropriate manning levels for skilled maintenance, material handling, quality operations, and other productive indirect operations. • Perform competitive benchmarking of Chrysler assembly plants to identify operational improvements based on best corporate practices.

Chrysler Conner Avenue Assembly Plant (Dodge Viper)• Plant Industrial Engineer for Engine, Trim, Chassis, Final, and Assessment• Planned and implemented lean initiatives resulting in reduction of 17.5% of on-line operations from Chassis and Final areas, while increasing daily build volume by 27.27%. • Planned and implemented launch of 2004 Viper Engine Assembly line resulting in 300% volume increase and 26.9% increase in operator efficiency. • Reduced overall engine and vehicle assembly time by over 45 hours per delivered unit.

Chrysler Jefferson North Assembly Plant (Jeep Grand Cherokee)• Industrial Engineer for BIW, Paint, Assembly, and Indirect Labor• Planned and implemented efficiencies resulting in re-occurring annual savings of over $11.1 million. • Identified and implemented production material reductions of $495,094. • Planned process and manning levels for Body-In-White and Paint Centers for 2005 and 2006 new model launches.