Oversees and directs a 130-person workforce responsible for all of the manufacturing, maintenance and distribution activities at the Elk Grove Container Plant. Leads and institutionalizes processes that ensure safe work practices and behaviors while driving towards plant goals for safety, throughput, quality, waste, efficiency, and machine up-time.* Achieved top 15 most improved Run Rate plants in North America in 2022 and second most improved in the West Area by focusing on and improving Corrugator run speeds resulting in a 3% improvement in throughput.* Increased 50” flexo throughput 13% by focusing on reducing downtime, and increasing setup times and run speeds.* Improved waste by 8.2% over last year by analyzing trends, creating focused action items, and executing plans.* Integrated a new safety program designed to transfer safety ownership to all levels within the organization using four simple steps, posting banners throughout the plant, and adding training to new hire on-boarding process.

Oversees and directs a 110-person workforce responsible for all of the manufacturing, maintenance and distribution activities at the Elk Grove Container Plant. Leads and institutionalizes processes that ensure safe work practices and behaviors while driving towards plant goals for safety, throughput, quality, waste and machine up-time. * Cut OSHA recordable injuries in half by leading an initiative to increase participation to over 75% of plant employees in International Paper’s Safe Work Observation program. * Achieved one of the highest EHS audit scores in the region by dividing key program elements among the leadership team, and conducting weekly update and accountability meetings. * Increased converting productivity 6.3% by leading crews and supervisors to increase average run speeds, and reduce average setup times in converting; recognized as most improved among 26 plants in the West. * Reduced total plant waste 1/2% by establishing key targets for the top three buckets and holding supervisors accountable through daily shift production meetings.

Oversees and directs a 110-person workforce responsible for all of the production, maintenance and distribution activities at the Modesto Container Plant. Leads and institutionalizes processes that ensure safe work practices and behaviors while driving towards plant goals for throughput, quality, waste and machine uptime. * Increased throughput 7% over 2015 by using a temporary seasonal workforce to help decrease controllable downtime. * Helped improve earnings $1.5MM ahead of budget by leading a reduction in manufacturing input costs and machine setup times. * Received an award from the Area Vice President for safety leadership in 2016, including the planning, requisition and execution of over $400M in new fixed capital to improve plant safety.

Provided leadership for all operations in a litho laminate corrugated container facility comprised of 32 employees. Responsible for managing and maintaining processes including throughput, customer service, cost and waste control, maintenance, quality, shipping, scheduling, inventory control and meeting budgeted volume and production metrics.* Improved EBIT $1MM over prior year by creating a vision, setting stretch goals, improving sales mix, increasing sales price and reducing manufacturing costs. * Increased average gross selling price 15% while reducing total volume 27% by adjusting production strategies, and by partnering with a sister plant to improve mix. * Improved nominal waste per ton 1.35% over prior year by identifying and correcting system data errors, implementing a manageable waste tracking system, and by employing creative dunnage solutions. * Reduced maintenance labor and contractor spend 32.7% by reducing total plant overtime and training mechanics in electrical repair safety skills. * Reduced raw material and finished goods inventories 29% by teaching and employing the theory of constraints plant-wide. * Achieved a Gallop Q12 engagement score of 4.11 by creating an environment of open communication, individual ownership and trust among employees.

worked with seven manufacturing facilities in Northern California to deliver value-added strategies for key customers through strategic partnerships with National Accounts. * Increased gross sales by $243,300, tripled previous year’s volume, while increasing variable contribution through proactive management of a customer plant relocation. * Saved a customer 11.8% on corrugated costs and increased IP’s gross sales 80% by working with National Accounts and local customer leadership to convert to a new case design. * Developed and executed a plan to ensure 95% completion of preseason orders for a customer by obtaining feedback, studying purchasing trends, establishing production milestones, and justifying warehouse space. * Increased a customer’s confidence in IP by developing an action plan to provide redundancy, create safety stock, and increase flexibility in the event IP plant’s backlog threatens on-time delivery. * Transitioned two customer locations to vendor managed consignment on time and with available resources, by partnering with customer contacts and applying lessons learned from other facilities. * Reduced non-conformances for a customer from 47 down to 8 through relationships, team-work and collaboration between our customer and IP.

Managed all aspects of the plant’s quality and environmental systems, and worked closely with functional area managers to ensure compliance and to strengthen internal processes. * Reduced defective parts per million for print related issues from 1,578 to 589 by partnering with the ink supplier for training, increasing inspections and engaging customers for feedback. * Reduced warp incident rate from 1.1% to 0.3% by retraining employees on procedures, sponsoring a joint process improvement team and using Six Sigma principles. * Ensured plant earned zero Notices of Violation by engaging employees, implementing training programs and assisting with corporate environmental audits. * Reduced credit aging 9 days by working closely with finance and customer service to improve process flow, and to reduce the number of days necessary to issue a credit using lean techniques. * Institutionalized IP’s Manufacturing Reliability System (MRS) by establishing weekly MRS meetings, embracing assignment and auditing tools, expanding participation to include customer service, and tracking project completion. * Coached and developed the Elk Grove quality advocate as a backup Process Improvement Manager in areas to include customer visits, month-end reporting, audits, manufacturing reliability meetings, inspections and data analysis.

Key leader and advisor to the commander within a national training brigade of 450+ Soldiers and an annual load of over 2,000 students. Responsible for the development, morale, training, mentoring and evaluating of all enlisted Soldiers and instructors in the command, comprised of five subordinate units and three training centers across the United States. * Deployed the Brigade to Fort Gordon, GA for a training exercise, and led a 61% improvement in weapons qualification through expectation setting and unit leader mentoring. * Sanctioned, managed and hosted the Brigade’s first annual Best Warrior Competition designed to showcase top performing Soldiers in the unit through weapons knowledge, leadership skills, military knowledge and physical fitness.* Increased Brigade instructor strength 8% by implementing a recruiting and certification plan managed by school leadership, and monitored performance through semi-monthly conference calls. * Developed and published a database for tracking individual training plans across the Brigade by tying the Army Reserve readiness system to local unit training data, and creating templates for documenting first line leader counseling. * Recruited five new instructors in the Brigade by developing a partnership with a sister unit, and creating a career plan that benefits IT Soldiers in the reserve community.

Responsible for training and implementing all plant quality and safety programs, and served as a member of the plant steering committee. * Developed and implemented a system for planning, coordinating and tracking all reoccurring safety training for over 130 employees using PowerPoint, overheads, networking software and interactive CD-ROM presentations. * Institutionalized Weyerhaeuser’s Health and Safety Exchange through initial plant-wide training, subsequently serving as a key leader on 3 out of 10 elements. * Collaborated with management to lead the plant to achieve its safest year in history.

Conducted site visits, performed take-offs using electrical drawings and division 16000 specifications, prepared time and material estimates and submitted formal bids to current and potential customers; Administratively managed jobs by working with employees, general contractors, sub-contractors, architects and vendors; Initiated change orders, tracked man-hours, checked daily job sheets for accuracy and reviewed monthly progress billing; Assisted the general manager in receiving and scheduling incoming jobs; Designed building electrical power and lighting systems using AutoCAD 2000, complying with National Electric Code specifications; Submitted applications for permits through various city planning departments, scheduled and attend electrical inspections.

Charter member of the plant Standard Operating Procedure development team; Directly responsible for the assigned shifts’ production and related administrative duties; Lead numerous process improvement teams; Developed work, training, and maintenance schedules for the department; Performed troubleshooting and resolved various computer, software and network problems throughout the plant; Developed the department Adequate Staffing database in Microsoft Access.

Provided mechanical, electrical, pneumatic and hydraulic maintenance for a major corrugated packaging plant; Required to troubleshoot all types of problems under time constraints so that the internal customer could maintain production levels; Worked with maintenance teams to install new equipment within the plant; Helped design and build custom machinery.

Provided Direct Support and General Support maintenance for 40 electronic missile systems; Supervised repair of electronic, mechanical, cryogenic and cable subsystems; Established shop internal and external Standard Operating Procedures; Maintained 100% accountability of assigned equipment in excess of $5 Million; Received several awards for outstanding job performance.