● Direct, coordinate, and oversee operations activities in SLC and Hurricane, UT; ensure development and implementation of efficient operations and consistent cost-effective systems to meet current and future needs. ● Drive the successful performance and delivery of the organization – lead and drive execution across new programs, fleet operations and daily distribution goals.● Define and implement operations strategy, structure, and processes.● Spearhead IT process improvement, re-evaluate existing business processes to determine how they may change to support streamlined workflows and overall technology operations.● Develop IT business plans that support both long-term and short-term objectives.● Manage the quarterly and annual budgeting process and P&L responsibilities.

● Site Leader for high volume western US manufacturing facility for Smead, manufacturing organizational products. ● Develop and implement tactical and strategic goals for facility to align with corporate strategy.● Drive culture of continuous improvement with focus on safety, lean, quality, and high OTIF fulfillment rates ● Overall responsibility for site financial performance, operating efficiency improvements, maintenance, and manufacturing/distribution output. ● Integrated U-Brands product line distribution into facility in existing site footprint in 3 months.

● Lead 24/7 manufacturing operations and 400+ employees in the extraction of magnesium metal from the Great Salt Lake. ● Manage operating budget and design key initiatives to reduce costs and drive efficiency. ● Oversee labor initiatives, reducing overtime from 12% to 7.2% with $1.2M in annual savings. ● Promote a workplace culture focused on safety, positive morale, and top performance.

● Built and managed the 20-member Global Risk Management Team for the $700M Valve and Regulator division.● Partnered cross-functionally to assess viability of business proposals and mitigate risk on $MM bids with major O&G clients. ● Managed global manufacturing capabilities to optimize contract execution and reduce risk in order definition and acceptance terms.● Identified and mitigated production risks to substantially reduce costs associated with rework and redesign.

● Led a team of six master schedulers globally, directing 200+ valve production projects annually. ● Managed division-wide strategic planning for sales and operations to position the $600M business as a premier supplier to global O&G leaders.● Designed and built a robust sales and operating plan to drive significant improvements to engineering quality, efficiency, and productivity. ● Collaborated with product development teams to drive product quality for custom flow control valves, pressure relief valves, steam forming valves, and other valve types for the oil and gas industry.● Validated supplier quality and control systems for factories in China and India to ensure compliance with US standards. ● Served as global supply chain representative during plant consolidations and closures.

● Directed global scheduling for GE’s $400M control and safety valve business with seven manufacturing plants across the United States, France, India, Japan, England, and Mexico. ● Established a volume and capacity planning process to allow for $6M increase in contribution margin. ● Partnered with sales and marketing teams to align customer commitments to manufacturing capacity● Optimized utility of manufacturing footprint, reduced redundancies, enforced regulatory compliance, reduced costs, and improved quality for the India and China plants.● Led the transformation and expansion of the India manufacturing facility to enable growth of $30M over three years.

● Held full P&L responsibility for the $32M+ regulator manufacturing division located in Salt Lake City.● Led the integration of Dresser Inc., including transitioning personnel and systems into GE operating model. ● Executed an aggressive growth plan by scaling operating, quality, safety, and documentation systems, delivering double-digit revenue growth while reducing inventory from $3.8M to $2.2M and improving on time delivery from 70% to 92%. ● Established Lean Manufacturing principles to drive cost containment, waste reduction, and process improvements. ● Partnered with customers to identify product issues and meet demands.● Introduced an employee empowerment program and 5S standards for operational risks and defects to address near-miss situations and reduce incidents.

● Promoted to lead a team in the integration of the $9M Spire Biomedical dialysis catheter business into Bard Access.● Analyzed Spire processes, documentation, and quality systems and developed and implemented strategy to align with Bard standards. ● Redesigned a product after failure and recall and returned to market with FDA approval.

● Directed new product development and manufacturing operations for Chronic Central Venous Catheters and Dialysis products, increasing revenue by 350% over three years through aggressive cycles of planned obsolescence and new releases. ● Led new product development to drive revenue growth from $11M to $40M over three years with 38% market share growth to leading position in Chronic Dialysis.● Hired, developed, trained, and managed performance for a team of 13, including engineers and technicians. ● Developed schedules for product launches, performed design validation, managed budgets, and drove process improvements to products. ● Partnered cross-functionally with marketing, engineering, product design, testing, and regulatory compliance personnel to complete early manufacturing. ● Implemented Lean methodologies and Design for Manufacturing (DFM) principles to reduce waste, automate processes, increase quality, and establish best practices and standards.