Full-service architectural signage company that provides design, programming, engineering, fabrication and installation of small to large scale architectural signage projects.Reporting to the Board of Directors; general management responsibility for developing and executing the strategic growth plan while directing the sales, marketing, engineering, operations, human resources, and finance teams.

Private Equity backed manufacturer of header tooling for the global fastener industry.Reported to the Phillips Screw CEO and worked closely with the Private Equity Team; general management responsibility for this high mix / low volume tooling business. Profit & loss responsibility; Developed the strategic growth plan while directing the sales, marketing, engineering, operations, and finance. Key Results- Increased revenue 19% and EBITDA 32% pre-Covid19. Successfully led team through Covid19 market downturn, returning us to pre-Covid19 performance levels and positioned the company for 10%+ year over year growth.● Identified and secured strategic sales opportunities, both domestically and internationally, that resulted in exceeding growth goals for the first two years.● Implemented a marketing communication program that included domestic & international trade shows, updated website, newsletters, sales brochures, and social media to communicate our value to the fastener marketplace.● Developed a key business performance measurement system and leveraged it to implement service and capacity improvements. ● Originated a 2-year Lean Transformation initiative securing a $110,000 state grant to fund the training.● Instituted a TPM and computerized maintenance management system with asset management.● Secured an electric utility grant to fully fund a $80,000 LED lighting upgrade that improved overall lighting and reduced annual electric costs by $20,000.

Private Equity backed North American leader in unsaleable beverage destruction and recycling. A primary processor of recycled RPET plastic; glass and aluminum. Reported to the offsite President & CEO; general management responsibility for the NE Region's 3 operations. Profit & loss responsibility; directed plant managers, field operations, pickup & transportation fleet, plant accounting, and quality.Key Results- Revenue increased 88% and EBITDA improved from a loss to 14%● Completed startup of a new MA operation processing over 30 million lbs. RPET Plastic. ● Key member of team that developed multiyear major business growth contracts.● Led the capacity expansion designing and developing 2 additional facilities.

Manufacturer of header tooling for the fastener industry.Reported to the Group President in Ireland; general management responsibility for the Reed Rico header tool business unit. Key Results- Reversed profit loss to 12% EBIT within 6 months. Productivity improved by 28%. Relocated the business and assisted in the sale of the facility.● Led plant’s turnaround using Lean Transformation program.● Implemented changes driving productivity improvement.● Assisted in transitioning plant to INFOR's Syteline ERP system.

Private Equity backed manufacturer of seals for automotive and aerospace applications.Reported to the President/CEO; general management and profit & loss responsibility for 2 of the company’s business units. Aerospace O-rings and Brake & Clutch Seals. Chairman of Precix’s Lean Steering Committee.Key Results- Reduced aerospace unit’s lead-time from 5 to 3 weeks, increased on-time delivery from low 80s to over 90% and reduced scrap by 70%. ● Developed the aerospace products into a focused business unit.● Relocated aerospace products manufacturing to a separate company facility.● Implemented a sales and operations planning system.● Led companywide Lean 5S program and inventory pull systems.

Manufacturer of vibration isolation systems for vehicle, defense & medical.Director Operations 2003 to 2005Directed all production operations, facilities, and maintenance management, as well as the manufacturing engineering and machine shop.Key Results- Increased shipments 23% for 2004. Operating profit grew from 5 to 10.5%, on time delivery from 76 to 91% and inventory turns from 4.5 to 8.5 from 2001 to 2005.• Implemented - team changes, capacity planning, standardized visual work instructions, plant wide Lean 5S housekeeping program and waste elimination.• Key member of team that relocated Barry Controls closing this facility due to the end of its lease.• Led the turnaround of the Arkansas operation. Engineering Manager 2001 to 2003 Key Results- Team reduced manufacturing variances by $800,000 in 9 months. Implemented over $1 million in capital equipment projects, expanding capacity and improving efficiencies.• Led project team which utilized Lean tools to develop Tomahawk Isolator production into a cell and reduced lead-time by 50 percent and increased capacity six-fold.• Company leader on the Agilent / HP’s Six Sigma team eliminating over $100,000 in annual product claims.Group Manager – Vlier Products 1995 to 2001Key Results- Developed strategies profitably growing sales 34%. Led program re-engineering manufacturing and improving on-time delivery to 98%. • Developed threadless spring plungers’ segment into fastest growing product family. • Led program re-engineering manufacturing, material flow, layout, and systems improving on-time delivery to 98 percent. • Converted Vlier to Pro/ENGINEER’s 3D parametric solid modeling, resulting in 25% faster design process.• Implemented design and quotation procedure reducing lead-time from weeks to days.• Promoted in 1998 from Vlier Product Line/Engineering Manager

Worked in Product Engineering capacities for Stanley Works and Black & Decker. Received patent for work at Stanley. Our Black & Decker team received a design for manufacturability award from Appliance Magazine.