Gregory Waters, Mba, Lssbb Email and Phone Number

Lead all activities district-wide including new construction and renovation projects as well as all physical facilities. Direct, organize, develop, and implement long-term and short-term facilities plans. Manage relationships and negotiate with 3rd party vendors and oversee contracts related to utilities and services for the district.

Work across the North America plant network to drive operational excellence by developing strategies and replicating best practices from the Graham Operating System. Drive the development and execution of key impactful projects to deliver results in key metrics.

Leadership and direction for five manufacturing plants to drive key organizational metrics in safety, quality, and P&L. In addition, provide Engineering leadership for the company to ensure project costs are correctly estimated and any approved project is completed on time and on budget.• Managed annual capital budget of $15MM.• Conceptualized the Design of a Modernization Project. Successfully executed the installation of state of the art blow molding machines and automated packaging equipment. Project resulted in an annual savings of $2MM.Cost Saving Initiatives:• Savings of $1.5MM over a four-year period, by successfully transitioning four plants from publicly owned utilities to 3rd party energy suppliers. • Successfully deployed automated packaging solutions: resulting in direct labor by developing concepts deployed in five manufacturing plants. • Participated in review of acquisitions of other blow molding companies to facilitate strategic growth of the company. Completed three major acquisitions over a 7-year period. • Developed continuous improvement initiatives in the areas of raw material consumption, cost per unit reduction in blow molding operations and maintenance.• Negotiated all purchases for major capital equipment for the company. Established relationships with key original equipment manufacturers to establish consistency of equipment deployed across the organization.

Provided leadership and management of United States’ largest bank owned ATM network. Optimized the delivery and performance of Bank of Americas’ 18,000 ATMs including reliability engineering and service activity.• Developed a multi-generational improvement strategy that optimized performance of Deposit Image ATMs deployed across the ATM Network. The improvement strategy reduced operating cost by $1.5 MM and improved customer experience by minimizing the negative impact on deposited items. • Led cross-functional team to resolve un-reported equipment failures. Implemented process changes to accurately reflect the state of equipment through the automated monitoring and dispatch system that in turn improved equipment availability.• Developed and deployed improvements that resulted in a five percent improvement in check acceptance on Deposit Image ATMs. The enhancements also provided for consistent performance across all ATM models and improved customer experience.• Organized a line of business consisting of 65 associates focused on the strategic deployment and 24/7 monitoring of the bank’s 18,000 ATMs. Strategically managed and governed the deployment of all ATM hardware and software upgrades across the bank’s footprint.• Effectively managed an expense budget of $75 MM. • Developed and deployed staffing strategies and process improvements that reduced workload, increased throughput, and enhanced the overall customer and associate experience. • Implemented system changes to reduce maintenance service expenses. The changes resulted in weekly service call reductions and annualized cost avoidance of $6MM.

• Represented the St. Louis plant working in conjunction with research and development on establishing pilot production and shipping of new imaging agent planned for FDA approval. • Established preliminary project plans for capital projects and determined necessary resources and project timeline including production schedules to minimize disruption to operations.• Collaborated with corporate engineering and plant leadership in establishing a project prioritizing process and management routines to improve communication to stakeholders at both the plant and corporate level for capital projects. The process improved visibility of activity for all project stakeholders and improved project sequencing.• Implemented process changes to improve equipment change overs. The changes reduced change overs from five to three days.• Implemented a safety review process to detect and identifiy of hazards within the plant and shop areas. As a result the area injury rate decreased by 25 percent.

Developed integrated operations strategies, staffing models, and customer relationship strategies for Southeast Asia customers.. Also responsible for identifying improvement opportunities that were focused on minimizing costs, increasing customer satisfaction, and improving yield in the standard products organization. Provided leadership and direction for the plant working with applications engineering and marketing on product qulaifactions for customers utilizing small diameter wafer for power applocations. • Led inventory reduction initiative that drove improvements in on time shipping, reduced lead-times, and improved operational effectiveness within manufacturing, customer service, and logistics. • Drove strategic improvement initiatives related to cost reduction, improved customer satisfaction, and increased operating efficiency. • Collaborated with sales, marketing, corporate quality, manufacturing, logistics, and other business units to optimize the entire flow of product from manufacturing finished goods, and delivery to the customer. • Product Rationalization: Participated on a corporate wide initiative to identify process capability to support manufacturing location strategies based on sales activity for each product group. With the use of statistical and financial analysis tools, determined required throughput and realigned manufacturing that best meet the customers’ needs while at the same time reducing any monetary exposure for MEMC. • Collaborated with corporate engineering and process engineering on the installation, start-up and qualification of new process equipment. • Managed projects aimed at improving equipment performance to increase manufacturing yield in small diameter semiconductor wafering operations. As a result, the plant was able to reach 10MM square inch capacity in support of increased volumes.