* As CI manager responsible for CI tools, spend analysis, data tools, training, and AMD. * Enhanced workforce and business through basic CI, Lean and six sigma principles. ( Root cause, yellow belts, Kaizens, rapid change over, 5S, short interval control, etc.)* Put into place continuous improvement strategy which led to rising equipment up time 4%* Facility yields up, OpEx down, and record throughput.

* Responsible for manufacturing operations for 4 global flavor / sweet sites. Approx. $350 M P&L. * Immediate focus has been on startup and commissioning of newly constructed addition to the Illinois facility. The addition accounted for 5X increase in raw materials and 3X increase in final item SKUs. Learning curve accomplished in 9 months. 5 critical capital projects to meet throughput - complete in 5 months. On time in full metric increased approx. 40% after improvements. Cut headcount approx. 20% over 1 year.* Team implemented common practices across the 4 global sites. Example: daily operations, formula/raw material simplification, common freight lanes, engineering standards, food defense interventions, and SOPs. Bar coding was implemented at one site. With revenues down - operating profit up .

Responsible for leadership & operation of a flavor manufacturing facility. (savory, beverage, sweet)350,000 sq. ft. facility that included: spray dry, blending, distillation, extracts, high pressure CO2 extraction, and liquid processing.Recognized as an exceptional operational leader who produces results.- Certified: Kosher, USDA, SQF level 3, Organic- Experience with EPA, IDEM, IOSHA, TTB, USDA, DOT, DEAOver 3 years:- Operating profit tripled- Inventory down 27%- 1st pass quality up 3.1%- On time in full up 8%- Osha recordables down 50%- Quality costs down 68%- Reduced headcount while maintaining throughput.- Extremely successful at coaching and developing staff to obtain higher level positions.

• Responsible for supply chain leadership / strategy / metrics - that supported approx. 1,500 SKUs and 6,000 materials. Implemented supply chain metrics, processes and procedures for purchasing, planning, and customer service. Processes included master data accuracy, S&OP, capacity planning, inventory strategy, priority scheduling and turns response. • Supply chain improvements: a) moved approx. 25% of sales to stock agreements to reduce lead-time and increase on time metric b) reduced inventory by 25% with turns procedures, and c) consolidated warehouses to reduce transport and storage costs 18%, and implemented strategies for supplier negotiations ( 12% reduction ) • Directed and led effort to consolidate manufacturing at the Indianapolis plant (from an international facility) allowing for more efficient and focused manufacturing and closure of a underutilized asset – saving approx. $8M operations costs.• Led a team which transitioned 2 major product lines to other facilities. This effort addressed critical manufacturing capacity and regulatory needs. The project had high visibility and required coordinating QC, Health and Safety, Manufacturing, Engineering and supply chain. Project completed in 4 months – on time.

• Led 6 sigma distressed inventory effort. Through stock space agreements, cycle time reduction, and lot sizing - reduced distressed inventory creation from $150K per month to 30K per month and improved affiliate on time service from 83 to 97.5%. - $1.4M savings• Led effort to optimize shipping group. Reduced cycle time and transportation between facilities by using vendor managed inventory and direct from facility shipping. Shipping headcount reduced 30%.• Costing strategy - Led a team of manufacturing, financial, R&D and sales to recognize all products have certain ‘fixed’ costs that were not accounted for in the cost strategy. Led team of manufacturing, sales, financial, and R&D to more accurate costing (ABC) which led to ‘wins’ for the sales force. Cut unprofitable product portfolio by 12%• Part of a team which implemented JDE at a sister site

• Led Process Improvement / Lean team - developed three 6 sigma black belts.• Implemented Supply Chain MRP metrics and manufacturing scorecard. • Led numerous Kaizen teams - reduced cycle time 5% - implemented material staging and 5 S.- modernize manual batch card process. Systems upgrades reduced headcount by 30%.- evaluate material re-evaluation and self life issues. Saved approx. $63K in reduced lab assays (10%), and reduced raw material inventory by $75K. • Led 6 sigma team to review packaging upgrade project. Stopped procurement of new gallon packaging line by utilizing existing resources. Saved approx. $800K.• 6 sigma team value stream mapped warehouse material flow. Reduced external warehouse usage and cost by $725 K annually and reduced lead time by 7 days.

A variety of positions over 29 years. Showed continued advancement through my career.Started in Analytical support for protein products, Data analyst, Financial analyst Automation associate, IT associate, Manager - training and OE, Manager - Human Growth Hormone mfg., Procurement Manager for Bulk Manufacturing, Supply Chain Manager.Had OUS assignments in France and Ireland. Participated in numerous outsourcing projects and plant design projects.