• Drive profitability by managing staff and facilitating the accomplishments of business objectives. Ensure increasing levels of customer and employee satisfaction while improving the efficiencies of daily operations • Ensure daily tracking and adherence to budget, adjusting short term plans to accommodate revenue dynamics. Services include destructive and non-destructive materials testing – metallurgical, chemical, and mechanicalo Managed through pandemic caused industry downturn while maintaining quality of earningso Drove On Time Delivery from low of 43% to 86% in 2020o Improved Quality Replacement PPM by 62% and Rework by 53% o Reduced plant recordable injuries to from 8 in 2019 to 0 in 2020

• Directed operations strategy, process improvement, and daily activities of all Operations disciplines (Assembly/ Machining / Supply Chain / Quality / Facilities) across multiple sites to improve safety, quality, delivery, revenue, and profit performance. • Improved customer relations through credibility of performance, product and process improvements, and improved teaming. With support of Sales and Engineering, develop short-term and multi-year Operations and facility strategies to improve profitability and new market positions. Products include Pressure, Temperature, and Flow switches and sensors.

• Provided leadership to develop best in class practices in all facets of Supply Chain Business Operating Systems and procedures throughout $110M business. • Responsible for developing the Supply Chain strategy including demand planning, inventory control, delivery performance, production scheduling, and inventory days of supply.

Manage all aspects of material planning, material flow, inventory, warehousing, and transportation for five distinct value streams producing 1.8 billion rounds of ammunition ($950 million in sales) in support of the US Army, and domestic and international commercial and military customers with a total team of 126 personnel. Develop and manage manufacturing schedules for five value streams with seven master schedulers and planners. Manage activities in over 650,000 square feet of warehouse space with 100 salary and wage employees supporting 40,077 discrete part numbers. Maintain Government Property Book for 2,800 acre facility with 395 permanent and semi-permanent buildings totaling over three million square feet. Manage secondary market scrap sales of $7.0M and daily operations• Implemented cycle count and inventory record accuracy program, improving from approximately 70% to over 95% accuracy in two quarters• Reduced RAW inventory by $90M (55% in fourteen months)• Delivered 95% on time to US Army customer schedules; 93% to all customers• Implemented supplier portal system, training suppliers representing 92% of all spend• Developed internal kanban replenishment system and processes for direct material and machine tooling and spare parts• Grew secondary market scrap materials sales by 15% and integrated fragmented departments into single operating unit

Founder / Owner and Master Instructor of martial arts business, providing premier instruction, fitness coaching, and personal development to over 1000 students / members. Developed local, state, and national level competitors and champions.Managed all aspects of business - marketing (conventional and social), finance / budgeting, strategy and execution, inventory, customer service, and community relations.Business went from start-up to profitable in three months, maintaining year over year growth for six consecutive years, and sustaining through recessionary period without operational / profit risk.Managed staff of three instructors.

Manage key Supply Chain related functions such as materials planning, scheduling and ordering activities associated with the delivery of specific customer products, direct and indirect material purchasing, inventory control and warehousing, shipping and receiving. Manages and directs supply chain personnel in the procurement, receipt, disbursement, and inventory control of material to ensure on-time delivery of customer orders while maintaining assigned inventory levels. Train and educate direct reports on the use of supply chain management techniques, various business systems, varieties of reports and other related tools to ensure timely and economical completion of customer requirements. Responsible for the material control function, covering production planning, buyer/planner, master scheduling and shipping. Manage Sales Inventory and Operations Planning (SIOP) process as well as plan and direct the activities of production planning, including requirements planning, inventory control, make or buy, control of vital ship loading issues, and assurance of meeting shipment targets.• Filled acting site Operations Manager position for seven months in addition to Supply Chain roles• Designed and implemented Supply Chain and Operations Leader standard work and daily tiered accountability meetings from operator to site leadership levels• Led cross functional team to improve Boeing Commercial on time delivery from January 2011 rate of 72% to 94% in May 2011• Implemented SIOP processes, driving maturity and forecast horizon to 18 months, quickly becoming an Eaton Aerospace benchmark model• Drove 2011 material productivity at 4.6%• Stretched 2011 inventory target to an additional 7% reduction through improved ABC-XYZ analysis and tighter order policies and process disciplines

Americas Mechanical Operations Center / Aircraft Accessories and Landing Systems Staff Leader Position supporting the Integrated Supply Chain Product Center Vice President to enable Delivery and Inventory performance through Sales, Inventory, and Operations Planning (SIOP) and Inventory Management projects across seven domestic and international manufacturing sites. Manage cross-functionally with Customer Business Teams, Finance, Global Sourcing, site manufacturing, planning and procurement to align short and long range sales, demand, and supply plans while controlling inventory and costs- Reduced Product Center inventory by 32% from $285M to $195M during 2009, inventory turns (3 month average) by 30%- Developed strategy and initiated process and SAP systems changes to segment SIOP and ERP planning for distribution center from manufacturing sites - Standardized site and product center SIOP processes, increasing maturity score by 10% in six months; increased volume of standard work across seven production sites to ensure consistent cadence of information and data flow

Staff position supporting the Defense & Space Military Aircraft business team. Lead actions across multiple domestic and international Honeywell manufacturing sites to improve key metrics (On Time to Request, PPM reduction) by customer, and drive ISC execution in support of business financial forecasts - Annual Operating Plan (Sales) of $455M. Coordinate monthly and quarterly customer reviews with site ISC and business leadership- Instituted Repair and Overhaul SIOP process for Defense & Space SBU across key sites to improve business and Supply Chain linkage- Reduced past due for DOD business team across nine key sites by 43% - Drove US Air Force spares delivery performance from 26% to 85%; improved repairs delivery by 20%- Drove delivery and quality performance across key sites to eliminate RED Voice of the Customer scorecards

Led a geographically distributed 14 person quality engineering team covering the southwestern United States (Idaho through Louisiana); Responsible for supplier quality performance (Escape / PPM reduction, product First Article Inspection validation) across Honeywell Aerospace.- Reduced supplier escapes for key suppliers by 21% in 2005, and reduced escapes by 75% in first six months of 2006- Reduced supplier PPM by 23% in 2005 and 78% during the first six months of 2006

Led an organization comprised of six managers, six planners, and 100 hourly workers running five assembly to pack production and engineering cells, four machining cells, and chemical and special processing lines operating two shifts five days per week.- Manufacturing Cells surpassed four year milestone without a quality escape- Implemented Honeywell Manufacturing Process Control (MPC) throughout machining cells and began capacity mixed model implementation on production/engineering cells- Established Lean Manufacturing kanban min/max reordering process for castings and forgings in machine shop and implemented pull systems between machining cells and assembly cells- Drove on-going lean process improvements within manufacturing cells to reduce machine processing times; established visual management boards for cell planning and key metrics - delivery, TAKT / rate, safety, quality, 5S, and developed standard work for shift change over / end of day activities

Led multiple teams of ranging from 21 assembly and test technician to 39 machining cell operators, chemical processing and inspection employees focused on driving MPS schedule adherence and cost reductions through product and process improvements.- Successfully transitioned three manufacturing cells from Honeywell Tempe to Honeywell Singapore facility- Developed small business model to sell excess chemical and painting process capacity to local supply base yielding nearly $500k of revenue / cost takeout- Instituted visual cell planning tools and spreadsheet / database tools for production planning and cell scheduling / loading- Developed and executed a three month recovery strategy for Space Station program after assuming cell leadership, reducing past due and improving customer satisfaction.

Led a team of ten development and production materials planners providing planning, inventory support, and engineering program team support for the Space & Marine product line.- Developed product line SIOP process, integrating production and engineering program demands into summary and operator specific capacity models- Created and developed mixed model database / spreadsheet tools linked to MRP system data to plan product line assembly and test cells- Implemented two bin kanban point of use inventory supermarket stocking for expense items- Developed forward stocking point-of-use kanban inventory process at assembly cells, reducing material handling cycle times / costs- Created new site wide materials planning process and systems (MacPac) modifications to utilize site MRP system for engineering programs with program material cost pegging- Drove product line past due from nearly $1.5M to less than $100k- Six Sigma Green Belt certified

Led a team of seven IPDS / New Product Introductions materials planners providing planning, inventory support, supplier communications and expediting, and engineering program team support for the Space & Marine product line.

Responsible for health, welfare, and morale of military units ranging in size from 13 to 240 soldiers in both garrison and tactical war time environments. Develop short and long range training and maintenance plans for improving soldier deployment and equipment operational readiness. Maintain inventory and property book accuracy for over $200M of US government equipment