• Converted a storage area into three manufacturing cells capable of liquid filling, powder filling and equipment building o Space used to fulfill $3.2MM in sales. o Personally registered the space as an FDA relabeling facility• Established and manage Oracle Netsuite ERP consists of 400 products and 1200 raw materials and all accounting functions o Wrote 25 SOPs to manage the Manufacturing and Purchasing functions supporting the workflow of users o New product development – built over 40 BOMs for equipment, liquid fill and powder fill assemblies resulting in 10 new products representing 750K in revenue annually o Maintained production levels to fulfill orders with in a four-hour time period• Procured and designed multiple components for Cost of Goods Sold optimization o Sourced packaging bags during a pandemic that were 90 percent less than the current solution o Sourced bottles, sprayers and triggers in the middle of a pandemic that were FDA approved• Grew a production team of 1 person to 4 capable of a 95 percent fulfillment rate with an annual cost of $95K.

• Optimized Process Equipment to improve throughput by 200% from 2 pallets to 6 pallets per hour• Collaborated Production Team to improve productivity through Standard Work Business Tools• Reconditioned for use $100K in process equipment.

• Inherited a VAVE Project Funnel of $1.1MM and grew it to $5.2MM• Executed 15 projects representing $5.3MM annually including: o Insourcing our largest product line $44MM in revenue o Redesigning NOMAD XRAY Tool for remote use o New 2.5 gallon bottle that was UN Certified for foreign markets• Utilized multiple Business system tools including Variation Reduction, Standard Work, and Visual Project Management

• Initiated 19 new Master Black Belts a 95% increase.• Maintained a Kaizen Funnel of 75 Kaizens with a sustainment rate of 90.7% represents a savings of 375K• Conducted 2 Shingijutsu Events at the Romulus Site and Multiple trainings around Financial tools• Facilitated Standard Work off site for another Operating Company in Danaher Business Portfolio results were: o 1 Day Leadtime reduction o Decreased footprint of Stator Manufacturing Cell by 20% resulting in a cost avoidance of expanding the building estimated to be $1.5MM

• Manage18 member production team to budget in a Union environment o Savings of $314K to budget in 2016 o A 3.7% YoY reduction of Manufacturing Variance from 2013 to 2016 to 11%, from 9,755K to 8,674K• Led Multiple Cost Savings Projects o Installation of 2 8K tanks Drafted CAR substantiating $231,184 of capital equipment Increased capacity by 29.6% from 40,500 to 52,500 gallons Annual Cost savings of $122,000 o Installation of Inline Positive Displacement Filler Drafted CAR substantiating $278,812 of capital equipment Improved throughput by 50% from 18 second cycletime to 12 second cycletime Annual Cost savings of $253,000

Interfaced with production and engineers to create a “LEAN” work environment that promotes positive knowledge sharing between groups to solve dynamic problems.Led a twelve man group to maintain safety, quality and production standards by initiating “value added” projects, and created lean worksheets that helped production members think critically about the process.Trained and developed staff in problem solving and interpersonal communication techniques to create leaders in production. Trained in OSHA and ISO standards to help create an environment that required safe practice (4 million man hrs. plus without an LTA), and high production standards.

Assisted in the development, procurement and installation of a more effective LASER scanning system to replace the optimized predecessor.Optimized production LASER scanner to increase production while maintaining quality standards. Predicted profitability increase is $1.5 million US annually.Collaborated with customers and Guardian engineers to assure glass quality standards and expectations were maintained by applying Corrective Action activities and efforts based on the Eight Discipline (8D) Problem Reporting and Resolution program and forms, a Team Oriented Problem Solving (TOPS) program and forms and a Root Cause Analysis program and forms.Studied and solved complex highly viscous fluid dynamic problems using statistical analysis.Completed an ISO training guide to orientate new production members to desired production standards in the fabrication division of the plant.