Accomplishments: Utilized strategy of focused KPIs with support of owners including reviews of production and operations, shifting of investments, and increased financial analysis to grow business. Partnered with sales and engineers to design concepts and to improve production so as to meet customer requirements and promote market growth. Retained gross profit, despite fact that company had lost 17% in gross revenue, through strategic change management and renegotiation with suppliers. Increased production by 100% through lean management, increased professional development, and establishment of safer, more productive culture while workforce was reduced from 150 to 107. Established organization and accountability by establishing KPIs and reviewing those KPIs with financier. Acquired BRC certification and updated SOP to this international standard. Implemented performance management infrastructure to align executive skill with function. Introduced communication plan that included structure for plant floor through C-suite.

Accomplishments: Exceeded or met plant KPIs by:• Delivering high level of service through performance management, procurement, and equipment management.• Fostering positive collaborations within plant.• Overhauling supply chain to fit with strategy and specific objectives.• Analyzing discrepancies throughout manufacturing process to improve SOP.• Creating and overseeing efficient production schedule that is in line with optimized workforce.• Rolling out transformative technology within production area. Reduced costs by identifying, recommending, and implementing continuous improvement initiatives. Named US360 Site Project Leader for a USD$20MM Capital Project, that delivered extra capacity and flexibility to the plant and concluded with the implementation of a new product line process on time and within budget. Improved labor relations by creating effective communication, performance management, and training programs. Met complex compliance and regulatory requirements according to corporate, local, state, and federal standards.

• Develop and support a structured PM program utilizing SAP PM/EAM.• Develop and support autonomous maintenance process, which fosters operator involvement.• Create and manage equipment history, and a major maintenance program.• Manage maintenance team schedules and technician staffing levels.• Manage team balance and address performance and accountability.• Provide Coaching and Feedback sessions with direct reports.• Define and communicate maintenance relate KPI's defined by FP&R Standards• Identify individual training needs and work to create development plans.• Work closely with storeroom coordinator on parts management and define long-range goals for this area.• Support development partnerships between maintenance and operations, creating a customer/provider relationship.• Support GMP, FDA, Calibration, CPM, and EOHS plant initiatives.• Assist in the development and manage the plant maintenance budget.• Design and monitor an effective and economically justified preventive maintenance.• Perform inspection (prior to and after) maintenance of machine adjustment systems, replacement parts, overhaul parts, etc., for critical equipment. • Maintain and analyze equipment data and history records to predict maintenance optimization.• Ensure maintainability of new installations.• Organize for vibration and other predictive analysis.• Identify chronic and costly equipment problems.• Provide technical advice to Production.• Ensure proper operation and care of equipment.• Establish a comprehensive lubrication program.Ensure employee safety from unsafe equipment conditions and equipment protection from environmental conditions.

Accomplishments: Promoted lean culture that led to atmosphere encouraging continuous improvement. Identified energy cost savings >$200K. Directed maintenance lifecycle and daily standard operating procedures while meeting identified goals and increasing focus on safety.

Fleet Manager (BUL) Department Of Transportation Compliance (DOT). Includes all assets ( 40 Tractors, 160 trailers, 7 Dollys/Converters, 6 Yard Tractors). 180 Assets On-Site National Reliability Team Leader Maintenance Compliance ( Took Maintenance Compliance from 85% to 96.1%) Financial Control for Repair & Maintenance, Tire and Fuel Accounts. Predictive Maintenance Management ( Valve Adjustment, Oil Analysis ). Considered one of the Best in the Fleet area in Frito-Lay North America Miles Per Gallon and Save a Gallon project Management (MPG) . Up today we are at 100.71% last yeat 7.04 MPG). My team has been recognized 3 times for MPG Technitian Training Management. 5S Implementation Program ( Considered as the best implementation in Frito-Lay North America ) Idle Time Reduction program management. We reduce a 40% in the "Idle Time". Asset Location/Tracking/Recovery through GPS (Qualcomm)

Sr. Maintenance Manager (BUL)PC Processing/Packaging ResourceMaintenance Resource Fleet Manager (BUL), August 2008 Promoted to Senior Resource, July 2006 Promoted to Maintenance Manager (BUL) April 2006 Total Site DT reduction of 30% to 4.78% YTD Total Equipment DT at 1.35% YTD (1.67% PY) Site Inclusion Point for the ADELANTE group Site Point for Avantis (CMMS) In-depth knowledge of CMMS (computerized maintenance management system), like MP2 and SAP Maintenance Department Head Count: 31 mechanics, 3 engineers, 2 schedulers, 1 parts room attendant Great feedback received on the 360 Review Help the Second Shift Maintenance Team to move their TASS score 9 points Achieved great results in the maintenance department getting Down Time for the PC Department down to 0.53% (1.2% previous year) Have received the Resource of the Quarter award in Q3 2005, and an Excellence award on Q1 2005 Responsible for planning, execution and overall performance of the maintenance organization and maintenance processes.  Develop and deploy maintenance and stores improvement programs and projects that improve the plant and equipment performance. This position promotes "SAFETY" and demands it from the entire maintenance organization.  Responsible for developing and leading plant specific maintenance strategies to achieve key performance goals. Development and advancement of direct reports is a key deliverable of this position.  Good communication skills and the ability to communicate to large groups on a regular basis.  This position is required to engage in various areas of labor relations

Maintenance Engineer 12/1996 to 05/2003Last Position: Maintenance Coordinator for all Colgate-Palmolive Facilities in DR.Before: Project Eng. Colgate Palmolive/SAP R/3 Implementation Team MM/PP/PM Production & Maintenance Coordinator for Blow/Injection Plant. Design of the Pressure and Explosion Relief System for the Perfume Storage Building. Installation of the New DI Water Plant Design and construction of the new Liquids Making Plant Six Times winner of the "You Can Make a Difference" award. Two Times Special Mention Award of the YCMD Awards Program. Suggested and implemented Energy Saving Projects at the Fabric Care Plant. Suggested and implemented and Automation Project for the Powder Detergent Drying Tower. Suggested and implemented and Automation Project for the Soap Plant helping to increase the Out Put of the Plant and reduce the total cost/ton produced. Suggested and implemented and Automation Project for the Sachet Filling Machines, resulting in a 33% increase in capacity and savings USD$300,000 Relocated for two months at Dominica troubleshooting Blow Molding Machines, Soap lines, setting up maintenance plans for the facility. Technical support to Dominica is an ongoing process, about every two months we have to visit their plant to look at new production and maintenance issues. Reporting personnel: 32