Business Improvement Group is a team of experienced senior executives workingwith clients to develop solutions to their unique business challenges. Working atthe source, we diagnose problems, implement solutions and leave your staff withthe skills and tools to sustain improvements and tackle new opportunities. Ourpartners have over 125 years of experience in creating value by optimizingoperations at companies in the manufacturing, service and distribution sectors. Wewill guide your efforts to establish and implement strategies to achieve operationalexcellence, increase sales and improve earnings. Visit our website atwww.bizimprovementgroup.com for more details.

The Gerson Lehrman Group helps investors make better decisions and is transforming the way top professionals share expertise and learn about strategic and operational challenges.

Joined the Spaulding team to drive top line sales growth in North American markets and in China through our facility in Qingdao. Drove bottom line results through the implementation of Lean thinking, supply chain optimization and the development of a focused, high performance team.• Rebuilt the company’s leadership structure in the U.S and China. Refocused leadership team on customer focused service, product development excellence and operational continuous improvement. • Created a New Product Development process that introduced 3 new product lines, while landing major launch customers for each new product within a period of 12 months.• Redesigned and re-energized Spaulding’s external sales network, resulting in a 100% increase in viable new opportunities in the company’s sales funnel.• Improved the company’s product line Gross Margins by an average of 6% in 12 months.• Implemented a complete, Lean driven redesign of the Rochester factory floor. The existing operations footprint was reduced by 40%, clearing floor space for a new product line installation. Production throughput improvements allowed a 25% reduction in quoted lead times for customers.• Implemented inventory and warehouse procedures resulting in inventory cycle count accuracy improvement from an average of 65% to 95% over 3 months. Instituted MRO materials management and procurement practices generating an immediate 10% reduction in MRO expenses.

Joined the Connectors North America team to drive operational improvements in the Hudson, MA; Irvine, CA and Tijuana, MX facilities. Lead manufacturing, assembly, facilities, materials and manufacturing engineering functions across North American operations.• Led the transformation of a vertically integrated operation to a business focused on core competitive processes providing value to customers. The restructuring resulted in an improved supply chain with a first year gross margin increase of 10.2% and a 16.1% improvement in cash flow.• Implemented inventory management processes resulting in a 12% reduction in gross inventory over a 6 month period. Identified root cause of chronic slow moving components and established sustainable corrective action.• Established and drove an improved defect Root Cause and Corrective Action (RCCA) program. Upgraded technical staffing to ensure a more robust RCCA process with documented results.• Improved On Time Delivery performance from 78% to 92% at the Irvine, CA connector assembly plant through implementation of improved supply chain management techniques and production planning processes.

Recruited to drive top- and bottom-line improvements for operations within the US, Canada, Mexico and Brazil. Directed operations for the Elastomers Group in North America and South America. Member of board of directors for Trelleborg Sealing Solutions, US, Inc. and Lutz Sales, Inc.• Transformed the Tijuana, Mexico facility into a profitable, high performance operation after years of disappointing financial results. Rebuilt the management team, eliminated unprofitable lines and absorbed new, competitive product offerings from other North American facilities. Converted the facility from simple “make to print” operations to a “sales, design and manufacturing” focus. Improved earnings by 16.4% over 12 months.• Designed and implemented a Lean manufacturing strategy in the Somersworth, NH facility. Led shop floor and office Kaizen events resulting in a 50% reduction in material stock-outs and 70% reduction in shelf life related scrap.• Grew sales by 35% in the medical product line and 30% in the aerospace business, while improving margins and service through the application of Lean Six Sigma tools.

As a subject matter expert on Lean manufacturing techniques, provided guidance and support for the implementation of sustainable business performance improvement efforts for clients across a range of industries.

VICE PRESIDENT, US OPERATIONS 2006 – 2007 Promoted and assigned additional responsibility for Stanadyne’s Filtration Products operations.EXECUTIVE DIRECTOR OF OPERATIONS 2005 – 2006Brought on board to improve performance of multi-plant operations with oversight of 1,200 hourly and salaried employees and $280M in sales. Member of executive team tasked with developing long-term strategic direction. Restructured US operations and materials management to reflect a Lean approach to creating value for customers and shareholders.• Restructured manufacturing and materials management processes across 3 dependent manufacturing and assembly plants. Established a Sales and Operations Planning (S&OP) process and organized along Value Streams crossing multiple plants. Improved on time delivery from 60% to 85% and reduced raw material, work in process and finished goods inventory by 18.4% in 6 months.• Saved $8 million of a planned $16 million manufacturing investment in Stanadyne’s Windsor, CT plant using a combination of Design for Lean Six Sigma and continuous flow production design techniques. Resulting production line cut originally projected manufacturing lead time by 60%.• Implemented quality initiatives such as Line Stop procedures, Root Cause and Corrective Action and small batch/single piece flow to reduce scrap and rework in machining processes and final assembly. Resulted in a 20.2% reduction in scrap & rework expense.

Selected to oversee 60,000-square foot facility, 10 direct reports and 256 staff with $72M P&L accountability. Focused on improving on-time-delivery, introducing professional project management techniques and Lean and Kaizen techniques. (2003-2005) • Achieved a 30% increase in return-on-sales over a one-year period in an environment of deflationary pricing.• Utilizing Lean and Six Sigma principles, led the facility’s post consolidation service performance recovery. Improved on time delivery from 38% to 92%, reducing past due backlog from $3 million to less than $250 thousand. • Increased Parker’s Large Turbofan market share by capturing sole source contracts on GE’s new technology GEnX and GE/UTC GP7200 engine programs. Prior roles of progressive responsibility:Lean Implementation Leader, Nichols Airborne Division (2001 – 2003)North American Business Unit Manager, Nichols Aircraft Division (2000 – 2001)Operations Manager, Nichols Aircraft Division (1998 – 2000)Airframe/International Business Unit Manager (1993 – 1998)Midwest Regional Sales Manager (1989 – 1993)Eastern Regional Sales Manager (1988 – 1989Project Engineer (1987 – 1988)

Provided training services and field support in Asia, North America and South America for the installation, operation, repair and maintenance of Ingersoll-Rand’s turbo machinery products.