Maryland & Virginia Milk Producers Cooperative is a community of more than 900 dairy farm families in 11 states passionate about cultivating dairy goodness. Our farmer-owned cooperative owns five dairy processing plants that process more than three billion pounds of milk annually. Our diverse portfolio of dairy products are then distributed to consumers in the United States and ingredients customers worldwide.- Responsible for multi-site locations, representing union and non-union employees. Report to Executive VP of Operations.. - Cost Management by monthly budget/expense review with CFO/Dept Mgrs, with focus on EBIDTA. - Developed a CI mindset by sharing KPI’s with all employees in a more inclusive manner. - Establishing a formalized training and development program with HR, including recognition/rewards programs, Annual Performance Reviews, Succession planning.

Established in 1980, Oregon Spice Company is dedicated to providing superior quality herbs, spices, and custom blends to food manufacturers and food service distributors. We pride ourselves in sourcing products that our customers can use with confidence and trust. We believe in partnerships. - Responsible for multi-site locations (3), 7 Packaging lines and 230+ employees. Report to CEO/Owner. - Cost Management through monthly budget/expense review with CFO/Dept Mgrs, with focus on EBIDTA. - Developed a CI mindset by establishing KPI’s and measuring to an OEE. - Meet with Customers to demonstrate plant capacity and capabilities to attract new business. - Built mechanism to quickly evaluate business opportunities vs plant capacity. - Establishing a formalized training and development program with HR, including recognition/rewards programs, Annual Performance Reviews, Succession planning.

Responsible for the effective leadership of an international culinary food ingredient facility. Oversee all aspect of procurement, processing, maintenance and CAPEX, quality, warehousing/inventory control, finance and HR through a team of 7 managers. - Responsible for all aspects of operations through 7 cross functional department managers and 6 supervisors. - Facilitate demand planning meetings to ensure customer orders are fulfilled in a timely manner. - Directed inventory meetings/initiatives to ensure raw materials contracts were in place, manage inventory levels, ensure cycle counts took place and adjustments to WMS were made and financially accounted for. - Created Environmental, Health and Safety (EHS) position at the site level. Lead the Plant to its longest stretch without a Lost Time Accident (500+ days). - $1.5M positive Ebitda impact. Facilitated KPI matrix to improve quality, safety, run rates, inventory loss, yield improvement, labor utilization, over a 2-year period. - Customer focus – Customers are priority 1. Interaction with customers from formal presentations explaining the benefits of partnering with Diana Food to casual dinners talking about family. - Leadership and mentoring. Developed and implemented a mentoring program as a module of a larger succession plan program.

Responsible for the effective leadership of 2 fruit juice processing facilities consisting of a bottling plant and a bulk plant for industrial sales. Oversee all aspect of procurement, processing, maintenance, quality, warehousing, inventory, finance/HR through 5 managers and 10 supervisors. • Reduced Plant overhead by 12% from prior year by meeting with plant managers/department managers to evaluate necessary spend, implemented cost savings initiatives by department, and establishing alternative vendors.• Improved juice yield by 11%, as a result of evaluating loss product, processes and employee practices. • Completed capital projects totaling $2M annually. Individual projects range from $50k - $750k completed on budget and on schedule. • Improved new business costing turnaround by 50%, established a matrix to quickly evaluate new opportunities and quote new business, turnaround improved from 5 days to 2.5 days. • Reduced daily wastewater discharge by 17% by recovering single pass water for none critical reuse. • Reduced Lost Time Accidents by 75% over 2 years. Established and implemented a behavior based safety program that brings awareness to employee practices. The company had achieved 530 accident free days under my leadership, the longest in the company’s history.• Reduced unemployment claims by 50% by working with managers to have proper documentation of coaching and progressive disciplinary action process.• Reduced waste hauling costs by 20% by replacing an outdated piece of equipment that separated fruit fibers from juice. Improved yield on juice and reduced the cost so waste hauling since hauling is paid by weight.

Consultant for the food and beverage industry in the following areas: Project Management - Large or small, from single pieces of equipment, to complete production floor remodel and automated packing line additions. Lean Manufacturing - Process evaluation, waste reduction, efficiency improvements, process flow, time studies, cycle times and improvement.

Glanbia Nutritionals is a manufacturing and distribution company specializing in custom batch mixing of food ingredients with a high focus on customer service. Many of Glanbia’s products, upwards of 95% are made to order resulting in $250M annual revenue. Glanbia supplies its customers, food manufacturers as well as Dietary Supplement and Pharmaceutical companies, with as many as 500+ SKUs ordered on a routine basis and upwards of 1000+ SKUs of file. • Increased Vertical Form Fill and Seal packaging by 26% by improving downtime, having critical spare parts on-hand, providing employee training and establishing shift productivity goals.• Established KPI measurements where measures were ineffective or did not exist. Improved understanding of where to focus resources to generate meaningful improvements. • Reduced production labor by 25% by evaluating the efficient use of employees, the efficiency of scheduling and how temporary labor was utilized.• Achieved 96% on first year SQF Level 3 implementation was only achieved by diligently enforcing practices and required documentation of programs. Regular meetings and internal audits on elements of each program was key in this year after year result. • Reduced inventory write-offs by 63% - as a result of implementing a custom built manufacturing floor software program developed in Germany that utilizing RFID scanning, lot tracking and was fully integrated with SAP. • Capital Projects completed with no impact to customers, this was achieved by completing the projects in phases and coordinating those phases with production planning. • Reduced lost time accidents by 50% by directing focus on instant correction logs, near miss reports, implementation of safety walk through (gambra walk) and safety reward raffle.• Implemented SAP in 9 months by participating in an executive driving initiative to improve the ERP system. The SAP Project Manager had not implemented an ERP system in that short amount of time.

Complete responsibility of operating a $40 million Whey spray drying facility.• Improved Spray Dryer downtime by 8%, this was achieved by implementing operator and supervisor inspections to identify failures before they happen. • Reduced membrane costs by 20% by tracking age of membranes, evaluating the cleaning process and chemical usage and evaluating failed membranes with the manufacturer.• Achieved 97% on AIB annual audit. This was achieved through diligent documentation review, training and proper plant sanitation. • Reduced off-spec product by 70% This was achieved by evaluating the cause of off spec product, making a modification to the conveying system and monitoring the results to prove the modification was effective. This resulted in the best consistent quality track record in the plants 25-year existence. • Increase in Production throughput of 6%, this was achieved by efficient scheduling of production to reduce set up and changeover. Also implemented a Short CIP and Long CIP to reduce clean time when appropriate. • Reduced packaging costs by 3% on laminated kraft bags. Evaluated the packaging and determined the packaging was oversized. Gave new bag measurements to the supplier and was able to reduce cost.