The Dos Pueblos Engineering Academy Foundation's Mission is: "To support transformative learning experiences in STEAM (Science, Technology, Engineering, Art and Math) for people of all ages to develop crtical thinkers and problem solvers to meet the challenges of tomorrow." As CEO, it is my responsibilty to (1) ensure we raise $2MM per year in donations, (2) support effective Board Governance and (3) develop and implement, with the Board, the Strategic Plan to accomplsh the Foundation Mission.

Consulting services offered in a variety of industries including consumer goods and manufacturing. Sevices involve Strategic Planning/Implementation, Executive Coaching and Supply Chain Management.

Led the overhaul of the Federal Prison Industries (FPI - Trade Name UNICOR) Government Corporation to become profitable after 7 years of declining sales and losses of $200MM. The misssion of FPI is to reduce crime and inmate recidivism through job training and skills acquistion producing a variety of products and services, mostly for purchase by federal agencies and the military. FPI is self-funded by sales of its products and services and uses no taxpayer funds. 7 years of losses jeopardized the future existence of the corporation. During the 3 year assignment as FPI CEO we accomplished the following:- Increased inmate enrollment to 10,717 (+10%) even after closing 24 factories to streamline operations and reduce costs.- Increased number of inmates enrolled in nationally recognized Certification Programs to 13% of the workforce.- Achieved positive profitability Year 1 and for the next 2 years.- Increased revenue to $505MM, a 5 year high.- Increased quality and customer service by 75% and 25% respectively

Reported to the President of Global Baby Care (Pampers, LUVs). Responsible for Product Supply operations at 25 plants and 4 technical centers world-wide. Responsible for a $600MM operating budget, $3,200MM in total costs and a $3,000MM asset base.• Reduced total costs by over $200MM each year for 3 years via plant productivity improvement, reduction of overheads and efficient product design partnered with R&D.• Cut cycle time for global product launch 50% (3 years to 18 months) via close R&D collaboration, product standardization and virtual engineering as well as replatforming manufacturing system.• Replatformed world-wide diaper manufacturing system ($900MM investment) to reduce costs and cycle time. Investment delivered 30%+ ROR and doubled speed to market.

Reported to the Group Vice President – North America Paper Sector. Responsible for Product Supply operations at 9 Diaper, Tissue/Towel and Feminine Hygiene sites in the U.S. and Canada. Responsible for an operating budget of $500MM, total costs of $3,000 MM and a $4,000 MM asset base.• Streamlined support services among the three NA Paper categories (Diapers, Tissue/Towel, Feminine Hygiene) improving performance and reducing overhead costs $25MM.• Launched Total Quality-based productivity program to reduce staffing costs $200MM.• As collateral duty led company-wide North American sourcing study across all business Sectors involving 60 U.S. and Canadian plants. Delivered 45% ROR and over $200 MM in savings.• Led NA Diversity effort across all business Sectors. Created measures for Utilization and Retention that became company-wide standards.

Reported to Group Vice President, North America Soap Sector. Responsible for Product Supply operations for the 14 Laundry and Cleaning Products, Bar Soap and Household Cleaners, Industrial Chemicals and contact manufacturing sites in the U.S. and Canada. Responsible for an operating budget of $500 MM, total costs of $3,000 MM and a $1,500 MM asset base.• Led aggressive cost reduction via improved reliability, consolidation and work system improvements saving $300 MM in total costs.• Improved customer service while reducing inventory 25% through short-cycle manufacturing and improved production dependability.• Launched Total Quality initiative in Soap Sector after fact finding trip to Japan. Later adopted as company-wide model for results improvement.

Reported to Vice President/General Manager – North American Laundry Products. Responsible for manufacturing (10 plants), Engineering, Purchasing and Distribution for Tide, Cheer, Oxydol, Gain, Bold, Dreft laundry brands in the U.S. and Canada. Responsible for an operating budget of $150 MM, total costs of $950 MM and a $1,000 MM asset base.• Led the consolidation of laundry granule manufacturing sites from 10 plants to 4 saving $100MM in total costs.• Led the conversion to Ultra (condensed detergents) involving major packaging and process re-tooling in 12 months.

Responsible for the turnaround of a troubled manufacturing site on the verge of closure. The plant employed 450 people, had a $50MM operating budget and over a $100MM capital asset base. • Set new standards for quality, cleanliness, scrap and reliability. Within 6 months, all result areas were on rapid improvement trends.• Convinced toughest union in P&G system to agree to Amended Contract embodying Company mandated High Performance Work System flexibility 1 year prior to contract expiration and without increased pay or benefits.• Strategically streamlined product line-up and staffing to enable cost effective operations.• Plant continued to operate for 10 years after 1987 providing competitive advantage in a focused product line-up.

Cross-functional broadening assignment in Marketing (Tide Brand) and at the Soap Manufacturing headquarters. Reported to Associate Ad Manager in Marketing and Division Manager of Manufacturing.• Trained in all aspects of P&G Brand Management.• Rewrote Tide copy Strategy (later adopted by Brand Management)• Developed Laundry Plant Consolidation Strategy/Rationale (12 plants to 4 plants)• With R&D counterpart, first to propose concentrating laundry granules 50%. Potential savings $30MM.

Started at entry level supervisory position in Ivory packing department and progressed rapidly through a variety of assignments in soap and detergent operations to Operations Manager responsible for 150-200 employees manufacturing Cascade, Ivory, Camay and Coast bar soap on 3 shifts.

Served as Surface Warfare Officer on a variety of destroyers, guided-missile destroyers and a destroyer-tender. Mostly deployed to Vietnam.• Redesigned training systems for Boatswain Mates. Later adopted as model training approach.• Awarded Navy Commendation Medal for actions under fire.• Promoted to Lieutenant (O-3) 1 year early due to exceptional performance.