Technical Manager or Asset care and Reliability, Engineering. Improving equipment and process performance, standardizing practices across the network, and creating strategies for asset ownership throughout its lifecycle.

Leading a team of 120+ team members through a change in methodology, culture, and metrics. Aligning the goals of the business to the goals of the frontline team. Training the workforce lean methodologies, standardization, and KPI’s though meetings, shift huddles, and Line boards.• Created a reporting system for production, management meetings translating the KPI’s into dollars• Improved the transparency of each line, shift, and Department• Worked with the leadership team to increase skills both as managers and problem solvers

Managed the planning and coordination of the daily operations for all logistical, distribution and support activities at JMC to assure timely flow and communication – from customer service, sales, to purchasing products for both internal and external clients and to receiving items ordered, to inspecting items received and shipping out (order fulfillment) to the customer. Directed and participated in continuous process improvement activities to build consistency of operations.• Lean training, mapped all processes, identified bottle necks, and a matrix for a plan of attack.• Created structure for all meetings, reporting by department, weekly, monthly, and annual metrics to measureperformance.• Evaluated leadership, implemented a training plan to address any gaps, and drove accountability.• Evaluated / Implemented new ERP software (NetSuite)As a result: - Reduced turnover by 50% - Reduced stockouts by 38%- Increased cases shipped by >50%

Key responsibilities include leading a team of eight direct reports to achieve business targets in an end-to-end supply chain production environment. Scope of role includes ensuring coverage / performance across a 24x7 environment, with indirect leadership responsibility across four additional departments (~250 FLTM), which comprises 50% of the plant. Scope also includes responsibility from raw ingredients at mixing stage through case fill in shipping.Accomplishments: • Returned $1.6mil YTD as result of cost effectiveness, waste reduction processes while achieving above standard yearend business performance.• Fostered a self-directed workforce with autonomous maintenance, deploying strategies to drive engagement including team involvement utilizing data-based decisions. • Project lead – Special Assignments - Line 700 Project – 28 mil (packaging upgrade) favorable and ahead of target (schedule / $)- Line 200 Project - 26 mil (packaging and processing) Coordination with Engineering, Operations, and Maintenance- Line 100 Project – 30 mil line change processing and packaging

Leading the Lean Implementation and training for the entire plant • OEE improvement using lean tools with management and at the FLTM level • Management Control & Reporting System- Standardized format for all meetings / dashboards• Working with each area of the plant to ensure compliance to SOP’s and GMP guidelines• Utilizing second shift management to lead and develop team work throughout the plant • Responsible for the end to end performance of the plant – Mixing / Packaging / Shipping• Covered second shift as the interim Operations Manager (over 2 years)

Responsible for: - 4 different 24hr production lines- 3 direct / 12 indirect reports & approximately 600+ hourly associates• Monitor overall performance of the lines – Safety, Quality, Efficiency and Cost• Helped to remove barriers between Departments / Shifts / Lines• Facilitated Communication / Ideas / Solutions – on and off shift by gathering experts to resolve issues• Position was eliminated throughout the company

Supervising Teams from 13 to 45 on various lines – TPB, CI & BS – 8 and 12hr shifts• Coaching team members on how to identify sources of waste / using tools to make decisions based on data• Helping team to implement some 5-S improvements on the line• Implemented a Metrics Board to not only track performance / opportunities but using this as a tool to fuel the success / moral of the team • Reduced scrap from 8% to 3% in less than 4 months (TPB line) – Value stream Mapping

In this position I worked on many levels. • Provided technical expertise in manufacturing by - troubleshooting & identifying root causes – D.M.A.I.C.• Trained personnel - classroom / one on one direction. • Formulated trials / capability studies - technical solutions to quality problems – D.O.E. • Fabricated or helped to design - modifications to equipment / process.

Oversaw 24/7 operation of 72 employees working 12-hour shifts across 4 teamsTracked production quality, yield and efficiency Performed monthly evaluations Managed projects and budgetMonitored and enforced OSHA & cGMP guidelinesEvaluated and addressed the training of each teamLed monthly meetings with each team (metrics)• Lowest turnover in 7 years. (From 7% down to 3%)• Procedural zed key check points - reduced in-process rejects - from 8~10% to 2~4%• Started 5-s, Sort, Set, Shine, Standardization and Sustain - a Japanese method for reducing waste• Coordinated 2 ~ 3 mil in equipment upgrades • 100% on time delivery• Reduced out the door rejections from 02’~ 05’ from 2.5% to .6%