P&L responsibility for $80M, specialty material manufacturing business encompassing Program Management, Manufacturing, Supply Chain, Facilities, Customer support, Q-HSE, HR, Contracts/Sub-contracts, and Engineering. Position Objectives: • Deliver new plant infrastructure build-out, plant start-up, and production consolidation from legacy facilities • Build new organization structure to support America’s business segment growth • Successfully transition automotive and industrial customer applications Results Delivered: • Drove installation schedule to deliver initial sampling/production ahead of plan • Staffed Key functional leadership on-time-to-plan and within budget with exceptional candidates

P&L responsibility for $800M specialty chemical business encompassing Manufacturing, Facilities, Commercial, Q-SHE, Supply Chain, HR, Contracts/Sub-contracts, Engineering, and Modernization.Position Objectives: • Repair primary customer relationships, • Resolve profitability and product volume challenges, • Restructure leadership organization, • Enhance esprit-de-corps across organization Results Delivered: • Drove improved CPAR (Contractor Performance Assessment Rating) in three consecutive rating periods • Awarded FY22 Army Materiel Command (AMC) Excellence in Explosives Safety Award • Delivered highest production volume in BAE 25yr contract period. Exceeded 2023 GM stretch plan. • Delivered World-Class Safety performance (TRIR <= 1.0) and Environmental compliance • Mitigated $25M loss exposure at contract end through collaboration with USG Contracting Officer and Commercial Customers to sell viable materials from storage.

Fused multi-site international operations, including Manufacturing, Engineering & New Product Development, Supply Chain/Purchasing, EHS, and Quality into a cohesive/collaborative entity to drive improved financial performance.Position Objectives: • Align four global operating sites into one unified global manufacturing structure • Assess international Merger & Acquisition targets • Deliver EBITDA improvement • Stabilize and energize workforce Results Delivered: • Authored two patents with several more in development pipeline (>$10M annual potential mkt.) • Delivered >$1.2M raw material savings by nurturing strategic supplier relationships • Delivered >$750k in productivity & quality improvements. • Built engaged teams to drive continuous improvement utilizing LEAN, 6 Sigma & TPM methods.• Accelerated new product development process to deliver >$500K in new product sales in: 6 new products, 7 product feature enhancements, and 2 major cost reductions.

Operational leadership responsibility for multi-site, P&L ~$75M including Manufacturing, Engineering, Supply Chain, Logistics, EHS, Quality and Customer Service.Position Objectives: • Evaluate/Integrate acquisitions • Standardize operation reporting metrics • Cost reduction through operational efficiencies • Stabilize workforce Results Delivered: • Recovered >$1M 1st year productivity at acquisition by engaging team to identify/resolve process challenges. • Built engineering project review/prioritization and Capital planning process to deliver highest return on capital. • Delivered $400k/yr. labor savings through utility automation project with 8mo. Payback Period. • Implemented LEAN, Six Sigma and Operations Effectiveness methodologies to build organization structure, data driven decision-making and process discipline.• Prepared Capital Plan and Project Deck to deliver $3M annual productivity• Guided site leadership team through union organizing campaign and regain colleague’s trust.

Led $350M P&L including Manufacturing, Supply Chain, Logistics, EHS, and Quality. Implemented LEAN, Six Sigma and Operations Effectiveness (OE) methodologies to build organization structure, data driven decision-making and process discipline.Position Objectives: • Recover and complete plant expansion project • Address Highly Hazardous Chemical (HHC) exposure risks • Improve OTD and schedule attainment to reduce logistics detention & demurrage costs • Improve production predictability and cost structure Results Delivered: • Transformed >$350M P&L to stabilize and reverse financial performance, operations and personnel erosion while driving and developing a continuous improvement culture in a unionized environment• Delivered >$1 million margin increase in 2013 FYOY and >$1.7 million margin increase in 2014 FYOY. • Revived stalled capital expansion project and recovered implementation timeline to deliver annual benefits >$1M above original estimates.• Initiated Preventive/Predictive Maintenance plan for Hazardous Material and Waste handling • Implemented reporting dashboard tools to drive standardized financial & execution performance • Engaged operator team to initiate LEAN/5S activities to streamline operations effectiveness issues

Led $65M Global Lamp Sales and Product Team across USA, Asia and Europe markets. Coordinated Commercial, Supply Chain and Operational activities to drive product growth worldwide.•Developed >$6M in new business through customer partnerships and upselling value-added features•Rationalized non-core product categories to enhance strategic focus•Profitably grew product line through implementation of value pricing for new business and margin improvement strategies for existing products

Selected to lead and stabilize $150M P&L during the 2009 recession. Executed Transfer-Of-Work (TOW) across 4 sites in USA, Asia and Europe, drove utility savings and managed day-to-day operations servicing an international customer base. (Position concurrent with Global Quality Manager)•Coached Manufacturing Team to deliver TOW plan to align plants with business strategic direction.•Realigned workforce staffing with open order position to meet customer delivery commitments, maintain published lead times and minimize variable costs.•Challenged Manufacturing Staff and delivered innovative production schedule to meet customer delivery commitments while reducing utility costs by $740K per year.•Delivered ~$400K in sales above plan for 2nd quarter 2009.

Led Global Quality Team at 6 sites spread across USA, Asia and Europe. Targeted process and structural improvements to amplify impact and deliver significant financial returns.•Recognized with 2009 Momentive Performance Materials Global Quality Improvement Award.•Delivered >$1.9M (32.5% Defects Per Million Opportunities (DPMO) claims reduction in 2009, and reduced Total Claim Count by >42% YOY reflecting claims dollars (USD) falling faster than market during recession.•Delivered >$1.2M (11.2% DPMO) 2008 YOY decrease in claims dollars, exceeding $500K plan and $1M stretch goal.•Improved Customer Complaint handling processes, reducing overall and average closure times (6 of 7 sites have P95<30 days versus 2 of 7 sites 2008) (P50<15 days for all sites).•Implemented Material Review Board (MRB) process to drive Change/Risk Management (MOC/RMP) and initiate Commercial communication before Manufacturing Process Improvement (MPI) project implementation.

Led Global Operations & Commercial teams to deliver product realignment between 4 sites in U.S., Europe & Asia. LEAN/Six Sigma Black Belt Certification earned with completion of supply chain & manufacturing projects.•Delivered $6M in first year benefits •Realigned Key Customer product supply chains delivering 4Sigma On-Time-In-Full (OTIF) delivery improvement•Partnered with Wuxi, China team to achieve 6+Sigma cut piece quality performance (3 Sigma improvement)

Led $50M, 90+ member teams in 2 manufacturing departments (Continuous & Batch operations) and held responsibility for Quality/EHS performance metric improvements.•Implemented design review and equipment start-up process to deliver $2M/yr equipment cost savings•Energized teams to deliver >$900K variable cost productivity (VCP) in 2003 + 24% Finishing conversion cost reduction ($206K annual savings) (First reduction for this team in over three years)•Drove EHS projects which reduced plant TIRR from >20 to <3 in 1.5 years

Drove productivity improvements utilizing LEAN/Flow/5S, workforce engagement and process standardization.•Saved $1.2M through direct-material productivity improvements ($400K on large bore and $800K+ on Lamp)•Led team to develop and install SPC and control solution delivering $1M+ VCP productivity project

Engineering leader driving division-wide process improvements using LEAN/TQM/Cellular principles.•Selected for Hose Products Division LEAN target team evaluating WIP reduction using single-piece flow concepts in product assembly processes.•Championed LEAN in 3 U.S. manufacturing sites, eliminating NVA steps delivering >$1M VCP annually•Implemented Stable Ops & operator approval protocols delivering $500K/yr scrap reduction.•Learned/Applied electrical control design (PLC) & SPC to optimize new equipment process performance

Identified, defined and implemented continuous improvement projects utilizing Mechanical and Electrical design, LEAN, 5S and other methodologies.

Secret Security ClearanceStationed at Lackland AFB, SanAntonio, Tx, MacDill AFB, Tampa Fla., Sheppard AFB, Wichita Falls, Tx