Strategic Consulting, including business planning & sales strategy development.• Implemented sales accountability through customized CRM system tracking as a base to grow sales from $80 Million to $92 Million in a 4-year span.• Improved sales service levels to manufacturing facility from 78% to 92% within 18 months• By applying print process& business knowledge, identified sales attributes to improve the sales closing ratio to 22%. • Developed weekly sales person accountability as a basis for improved sales productivity - each sales rep listed their active accounts allowing participation in the strategy of the sale.

Reporting to the Corporate / Executive Vice President of Manufacturing. Accountable for the top and bottom line with direct leadership responsibilities for the effectiveness of this division including: • Integrated Kaisan and 6S processes within facility to improve bottom line results by $260,000 within a six (6) month period• Worked directly with Goss (press manufacturer) to identify press faults resulting in a 14% productivity press improvement within a 6 month period ($135,000 improvement)• Responsible for converting facility culture from World Color management to a “QUAD” culture

425+ employee, $110M Sales division of the international commercial printing company - This division produces national & targeted retail, magazines and direct mail catalogs for high profile customers.• Spearheaded the conversion of this 20+ year old division that was equipped and staffed to print national magazines for Time Inc.'s major weekly magazines Time, People Magazine and Sports Illustrated into a 70% national catalog facility supporting high profile retailers, direct marketers and catalog-retailers• Emphasized changing the culture to meet new customer demands. Improved customer communications• Improved Offset Press productivity by 23% in less than 14 months through a Press Performance Plan by emphasizing job assignment accountability and implementing a Preventative Maintenance Program• Fostered Quality Teams to meet customer satisfaction for national catalog customers• Successfully improved quality on a national ranking scale from 68% to 94% within 18 months• Implemented co-manufacturing and co-stitching saving customers 15% to 20% on mail distribution costs• Reduced facility lost time accidents to zero for 2007 and a record low for recordables saving $640K• Continued this safety trend into 2009 with no lost time accidents with over 3 million hours worked

Reporting to the CEO and President of Trend Offset Printing, managed a staff / team of 16. Approved all new sales and service of major national accounts. Increased sales from $102M to $138M within 18 -months:• Signed Time Inc., TV Guide, and Werner Media - leading to more customers - $14.0M sales growth• Created sales-teams, fostered in-house competition, improved customer service, achieved $3.0M new sales

Reporting to the President of Trend Offset Printing, successfully managed 650 employees.Grew bottom line profits from $7 million to over $13 million, from 1998 to 2002:• Motivated Dept. Managers and implemented standards & procedures achieving ISO 9002• Developed / Implemented “Cost per Unit” program setting a guideline for all manufacturing departments• Implemented a Management by Objectives (MBO) system to manage the cost per unit results• Improved annual manufacturing cost by $1.7 million or 3.1% of sales• Facilitated building expansion allowing sales opportunity to increase by 35%• Implemented electronic scheduling, improving capacity by 12% / reduced response time by 36 hours• Introduced “closed loop color” to the M600 Press platform - presented positive results to WOA• Designed /Engineered a Baler Room - increased recycle profits $300K to $1.2M in 12 months• Personally programmed an electronic Bindery Work Order with direct links to Press, Scheduling & Shipping - to allow mapping for each pallet & order - improving scheduling & shipping• Enhanced mailing systems to support 8M mail pieces/mo. $360K savings/yr.

Developed and implemented a 5-year plan personally approved by Chairman & CEO, to improve EBIT from $8.5 million to $23.0 million annually. Major accomplishments include: • Developed plan to overtake a competitor - acquired balance of TV Guide at $7.0 million in VAM • Successfully renewed Pacific Bell (SBC) contract for an additional ten years, securing $60M/yr. in sales• Developed and implemented plan for magazine & catalog production to include short cutoff press capability for weekly magazine customer production to include US News, Time Inc, Newsweek• Successfully renewed a 5-year US News print contract

The largest winery under one roof in the world. Performed all Direct Labor costing and job analysis for this $4.2 Billion operation.• Performed ROI and Payback analysis for all new equipment. Accountable to oversee more than $42 million in spending• Justified / installed the 1st “wine in a box” and “wine in a keg” production lines• Saved $680K by designing/implementing cost-savings program - “Buck a Day” program