Responsible for the strategic oversight and operational leadership of all departments at Hernon Manufacturing, driving performance and aligning our teams to achieve both short-term targets and long-term business goals. My role encompasses optimizing production, guiding sales and marketing efforts, ensuring quality control, and managing financial outcomes to reinforce Hernon’s position as a leader in adhesive and sealant solutions. I am accountable for bottom-line results and lead the strategic planning process, ensuring our business strategies align with market demands and drive sustainable growth.

Reported to the CEO and participated as a member of the Board of Directors on the preparation of strategic plan to revamp operations, during a critical period marked by a severe drop in production and increases in material and labor costs. In addition, took on management of Laboratories, Environment Management and Risk Engineering functions.Played an integral role in turning around and transforming operations. Participated actively in development of the strategic plan and led implementation of a Strategic PMO. Results included reducing scrap, product non-conformities and manufacturing costs while increasing OEE levels. Also increased the EBITDA level by sponsoring programs such as installation of new product lines and implementation of Lean Manufacturing management.Lead the development and execution of a 5-year CAPEX business plan, including new process technology and internal logistics investments. Key goals included productivity increases and product cost reduction to enhance the EBITDA margin. Additionally, lead a strategic program for the development of new products, to increase profit margins, gain market share and improve brand awareness.

Promoted initially to Product and Process Manager as a transition following acquisition and restructuring activity. Shortly afterwards, promoted again to Technical Manager, overseeing R&D and Quality, Product and Process Engineering functions. Provided leadership on structuring methodology within the newly established corporate R&D program to manage engineering projects at plants in Germany, Czech Republic and Brazil.Directed major changes to increase the speed and volume of new product development, which included restructuring the São Paulo engineering team and streamlining a pilot plant in São Paulo. Results included improving both new product development and existing product lines and manufacturing processes.

Took on first management role for a department with staff of 45 employees, challenged to improve the group’s performance and contribute to enhancing the company’s competitive position. Instituted training and procedures to upgrade staff capability and improve business results in multiple areas: metrology, receiving inspection, quality system management (ISO 9001) and manufacturing quality control.Led a complex, 2-year interdepartmental project that qualified the company as a U.S. Army supplier. Results included completing development of all designated products within target cost ranges and qualifying CBC to produce and deliver 3 different products.Turned around the Packaging Department by driving resolution of numerous performance issues, including project delays and configuration errors.Promoted from initial 2003 position as Trainee Quality Engineer within 6 months of hire.