Processing Technologies - Displays (Alpharetta, GA & Gulf Breeze, FL)

• Responsible for the full P&L for all NPI programs managing development programs for 4 sites located in the US and the UK within the Fuel Systems and Composite division of Meggitt, including $60M in tracked NPI development projects.• Manage a team of 10 program managers, 1 program director, 1 customer service manager, and 15 indirect reports, including program managers having overall responsibility for delivering the contract as awarded from the customer.• Enhanced production readiness of new products by implementing Kaizen outputs; helped create financial reporting for development spend that allows for reasonable labor forecasting.• Improved customer satisfaction by coaching program managers or directly engaging with customers on troubled programs.• Managed staff performance by communicating expectations and addressing non- compliances where needed.

• Leading a team of 8 direct and 5 indirect, including Program and Project Management professionals and customer service in achieving or improving on the business goals of the site’s programs. • Managed a $40M budget and led the team in development programs for several major airframe manufacturers, overseeing all cradle- to-grave functions, ensuring proper execution, including vetting contracts, negotiating with key stakeholders, developing projects, testing qualifications, and delivering and maintaining deliverables.• Responsible for implementation and improvement of the site’s Program Lifecycle Management (PLM) process.• Developed and implemented standard processes and measurable practices for the business as part of the corporate level Programs team.• Established strong leadership for the program management team and installed standardized management tools.• Created a structure in support of the PLM process to provide the development, industrialization, and in-service phases of the product lifecycle.• Promoted the use of strong industrialization tools and implemented in-service practices for cost reduction activities and on-time delivery performance measurement.• Set up Daily Layered Accountability (DLA) practices for use by the projects team in support of site-wide goals of On-Time Delivery.• Collaborated with manufacturing, supply chain, quality, customer service, and sales teams, effectively managing financial outcomes, including bottom-line profitability and P&L; implemented recovery strategies as needed.

• Ownership over P&L, $60M budget, and overall strategy of a food manufacturing business managing 350 employees consisting of 14 nationalities in a multi-plant complex specializing in shelf-stable hot-fill products – Plant A Nut Butters and Plant B Low Acid Canned Food (LACF) and Acidified products.• Implemented KPI and control programs to manage capital, operating expenditures, staffing, wages, and salaries.• Demonstrating a high level of emotional intellect and consistently applying high standards of accountability, successfully influenced cultural change in food safety and quality after appointment in 2012 following an FDA mandated recall. • Developed division strategy and annual operating plan (AOP) focusing on sustainable growth in private label, branded retail, food service, and airline categories. Responsible for all on-site personnel in a multifunctional team, including International and Domestic Sales, Human Resources, R&D, Accounting, Quality, and Operations.• Setting the direction for a strategy of growth and customer engagement, the humanitarian food category hit a record level of performance in 2015, generating sales of 45MM units of life-saving nutrient pouches.• Navigating a highly matrixed customer (international and domestic) launched the company’s first nationwide branded infant acidified hot-fill project in 2014.• Led transformation in safety culture, achieving a reduction in the TRIR rate each year.Implemented Lean Manufacturing principles focusing on data-based problem solving and analysis, contributing to increases in efficiencies, improved quality, reductions in COGS, and instilling a culture of accountability• Grew company sales by 30% from 2012 to 2017• Increased EBITDA annually from 2012 through 2017• Increased distinctive high-quality product offerings by 3X over a four-year period by focusing on innovative one-stop solutions for product development and R&D

• Directed a team of 4 direct and 25 indirect over purchasing and supply chain activities including production scheduling, procurement, warehouse operations, logistics, inventory management, & S&OP for a $400MM food processing and packaging business focused on the development and production of Meals Ready to Eat (MREs) and rigid spouted squeeze pouches. • Championed process and organizational improvements encompassed building fundamental new processes in procurement & inventory management - JIT programs, long term purchase contracts, safety stock programs, and broad functional improvements in material operations.• Negotiated commodity, protein, and ingredient pricing while working with upstream partners to rationalize price points and value propositions for higher price point ingredients.• Improved inventory cycle count accuracy to 98% through best practices and operational excellence.• Eliminated need for 3rd party warehousing through a focus on JIT deliveries, coaching, energizing others, and frequent floor time discoveries.• Delivered immediate financial savings valued at $2.5MM by developing and implementing a TMS program with a local B2B partner

Instructor of Business Communications and Organizational Development - School for Adult and Extended Learning - Evansville, Indiana campus.

• Spearheaded efforts to establish growth strategies across customer service, transportation, production planning, and warehouse teams to increase production generation at the manufacturing facilities.• Led a team of 7 direct and 20 indirect, including all freight activities with a $20M budget and responsibility for rail/LTL shipments from 2 plants and 2 distribution centers.• Facilitated customized weekly KPI status & compliance reports for team reviews with senior management that tracked and measured cost, price variance, quality, profit margin, and customer service complaints, which were reduced consecutively from 2005-2011.• Worked in conjunction with sales to manage strategic supply activities procurement and supply options of grain, flour, and fuel prices dramatically increased during 2007 and 2008.• Voted Manager of the Quarter 8 out of 10 quarters by plant employees.• Developed a railroad inventory supply chain program to that generated a cost savings of $5MM over a three-year period; increasing shipments from 100 railcars to 1,000+ rail cars annually

• Managed day to day activities of a 24/7 four shift corn masa flour mill in operation leading 70 employees, including supervisors and hourlies, generating over 1M pounds of flour daily, including more than 32 different types of cornflour.• Responsible for a $10M budget, including mass balance analysis in flour movements throughout the production system, as well as control and preservation of inventories, including procurement of raw materials and packaging.• Prepared/analyzed monthly activity reports before presenting the plant’s monthly performance indicators and KPIs to Azteca’s corporate officers.• Coordinated the production department’s successful bid to achieve ISO 9002 registration. • Increased American Institute of Baking (AIB) audit scores annually from 1998 through 2002 by insisting on the highest standards with myself and the team.• Named global plant of the year in 1998 through a unified belief and effort of “Ownership and Thinking Big.”• Certified Zenger Miller Front Line Leadership Trainer across US plants focusing on human capital development• Leader for the departments efforts to implement SAP.• Decreased annual reprocess rates from 3.5% to 1.00%• Increased production output by 55% leveraging LEAN and TPM practices

Recalled to active duty during Operation Desert Storm.Approved and held a Top Secret security clearance.