Oldcastle Precast is the leading manufacturer of precast concrete, polymer concrete and plastic products in the United States. With more than 80 locations nationwide.

The Magnetic Autocontrol Group is one of the largest manufacturers of barrier gates in the world with headquarters in Germany. Magnetic is owned by CRH on of the world's largest supplier of construction materials.

VP Operations and Manufacturing• Developed and implemented key performance metrics to quantify daily/weekly performance in our manufacturing plants• Responsible for 6 plants and engineering department• Led or sponsored Kaizens over last 24 months concentrating on safety and efficiency improvements• Led the justification, purchasing, and installation of $1M dollar piece of equipment that will generate a 2 year ROI – project successfully completed and on track for savings goals• Interim plant manager for our Houston facility of 70 employees• Initiated collaborative work with sister divisions to quote customers with products we could not do individually• Winner for 2009 year of 3 MMI safety awards in which I was either a leader or team member.• Led 3 strategic divisional initiatives to successful completion• Improved manufacturing absorption year over year for past 2 years• Manufacturing cost per earned hours improved in all plants in 2009 and 5 out of 6, year to date.• Led cross functional – cross geographical inventory project team (10 members) to:1. Stratify current products in A,B,C,D designations based on sales, gross margin, and frequency of transaction. 2. Develop inventory tracking/forecasting tool3. Implemented business rules4. Set inventory levels5. Create and implement metrics to track progress in 40 locations

Corporate Project Manager 2005 - 2007• Business implementation of SAP in 7 manufacturing facilities.• L time consolidation projects, new product development and introductions. • Centralized customer service from 4 locations to 1 (responsible for various Customer service groups)• Worked with the sector head to put together yearly budgets

Director of Operations 2003-2004 • Multi-plant responsibilities for Valdosta, GA and Minneapolis, MN.• In less than 120 days, we reduced our lead times in from 14 days to 7 days.• Average hours per unit of labor were reduced from over 5 hours to 4 hours.• On time shipments were improved from 60% to over 98%.• Freight rates were re-negotiated resulting in annualized savings of over $100,000.General Manager/Business Development Manager, Valdosta 1998-2003• Complete P&L responsibility.• Within 1 year, after 5 years of consecutive losses, we were able to regain profitability.• After 3 years we were able to increase sales by 100%, decreased cost of goods sold by 10%, and increased gross margin by 50%. These improvements translate into an increase in EBIT of over 300%. •

Vice President Operations 2004-2005 • Full responsibility for Cost of Goods for 6 plants in 4 states manufacturing a diverse range of products. • Doubled finished goods and raw material turns using Lean management techniques. • Labor costs remained flat even with yearly pay increases. • Processes were developed and implemented which led to over $1,000,000 in savings.• Traveled to Tokyo with our senior leadership and other executives from sister companies to observe 8 plants in different stages of their application of Lean.

Pilot plant manager for water treatment technologies.

Technical director for refrigerated food facility (salads).