Led capital management, reliability, and manufacturing excellence programs globally throughout Integrated Supply Chain (ISC). Served as change-agent and coach for business teams, site directors, and respective leadership on execution of Grace Project Methodology (GPM) and Maintenance Excellence. Spearheaded effort for ISC’s delivery of gains in bottom-line performance and built capacity in supply organization.

Global Operations Director for the operations of Grace's Refining Technologies business driving a world class Enviromental, Health and Safety performance, Operational and Maintenance Excellence, Six Sigma productivity programs, cappital planning & engineering, and Quality systems.

Regional Operations Director • 2010- 2015*Managed $87M annually budget for manufacuring spending; cut total YTD site spending:-10%.*Oversaw production of 14,976 MT. Decreased total spend per MT -4% within six facilities in 2012.*Decreased OSHA - recordable-incident rate by 40% in 2011, by reviewing safety concerns and implementing training for the division's workforce of 760.Initiated capacity analysis and utilized results to optimize a facility's refining process for the electronics market, and achieved a 25% gain in throughput. Increasing refining capacity from 2.4M to 3.0M troy ounces per month was completed by process improvements that did not require a capital investment.

Directed all aspects of the $174M U.S.-based ISG operations including production, engineering, quality control, EH&S and facilities maintenance in an ISO 9000-certified enviroment. Supervised 3 manufacturing facilities employing 377, both non-union and union.*Oversaw ISG division-wide operations while simultaneously filling a staffing gap as the functional Operations Manager for both the Washington and Cleveland facilities from mid-2008 to 2009.*Implemented and enforced policies that influenced 4M+ hours without a lost-time incident.*Led $4.1M investment in consolidaidation of operations. Transferred production of 300MT of pigment products per month from closing the Georgia site to the Washington, PA facility and Villagran, Mexico plant.**Completed integration in 6 weeks while continuing to satisfy all customer needs.**Rapidly improved financial performance of the business with a 6-month payback.

Administered the annual budgets while directing engineering operations for a division with 6000 employees across 8 international sites including the US, Mexico, Brazil, Holland, Spain, France, South Africa, and China.*Guided and collaborated with managers of regional business, manufacturing, process engineering, EH&S, and R&D to ensure proper design and successful execution of production plans and improvement strategies.*Established Asian footprint. Led equipment design, production qualifications, interviewing, hiring, and systems development for 60K + sq. ft. manufacturing facility in Suzhou, China in 2005. *Boosted operating profit by facilitating between manufacturing, engineering and R&D while serving as the lead project manager transforming porcelain enamel batch process to an automated continuous milling system. Increased productivity by 200% or2.5K lbs per hour, improved safety, and improved product quality for leading appliance manufactures including GE, Maytag and Whirlpool, by the automated process.*Met all production and shipping obligations and facilitated seamless transfer of 600MT or 200 products during a 12-week process integration acquisition operations.**Enabled the company to exceed its goal of $3M in annual savings with an IRR of 137.6% and payback of 0.9 years, by delegating to 30 cross-functional professionals with 5 teams including MIS, EH&S, supply chain, and manufacturing.

Oversaw Engineering & Maintance across three business units on a 16-acre site with 400 people producing annual sales of approximately $85M.Reduced annual maintenance cost by 30%.*Led a team in launching an improved batch weighing and mixing control system that increased productivity by 21% and improved FPA from 96% - 98% on 56M lbs per year.**Reduced annual maintenance cost by 30% and generated more than $804K in annual savings with decreases in labor, overtime, and quality improvements.*Generated $1.5M annual savings including reduction of MRO cost by $250K, a drop in overtime charges by $386K, and a $660K reduction in maintenance fees, by planning and directing projects and initiatives.

Led a capacity expansion project by designing, reconfiguring and implementing best practices within an existing plant, transforming the site into an improved electronic & specialty glass manufacturing facility.

Planned and directed process, project and tool engineering, including machine and tool design for powder compaction, injection molding, precision machining and grinding operations.Oversaw cost estimation of new products and maintenance.