• Assumed full responsibility for managing a value stream within the Aerospace Division of Parker Hannifin leading a team of 29 direct employees in maintenance, quality, and safety for a 1 shift 5 day a week high pressure hose assembly operation. • Set strategic direction of the business unit and the implementation of the vision while achieving or exceeding the Division metrics for Premier Customer Service, Safety, Cost, and Continuous Improvement/Quality.• Managed operations, LEAN, EH&S, and production efforts to meet and sustain site and value stream metrics including safety, quality, delivery, cost, and ROS.• Led the team's lean transformation with an emphasis on operational and financial metrics while meeting all regulatory requirements.• Facilitated continual improvement and Kaizen events from start to finish throughout the plant to improve key metrics for both manufacturing and non-manufacturing areas using full array of LEAN tools and methods, leading to a reduction in process time, increased capacity, standardized work and training, and reductions in DSI.• Guided plant management team to implement LEAN principles and achieve Parker WIN certification goals at the plant level, including future state planning, visual plant controls, layered audit systems, and value stream mapping.• Oversaw plant audits including ISO 9001, NADCAP, customer and internal audits.• Provided guidance on design for manufacturability to engineering team during new product development and product improvement projects for all product lines from conception to launch.• Managed production and supported supply chain teams to improve supplier delivery by implementing Kanban systems both internally and at supplier sites by accurately capturing plant capacity and lead times through time study analysis.

Key Accomplishments• Developed a $10MM pipeline of projected savings initiatives from deep-dive analysis for work performed at the Jacksonville Stratoflex business unit. The pipeline represents a 5-year plan detailing 2MM in YOY savings opportunities. • Delivered over $2.5 million in productivity savings over 3 years by utilizing value stream mapping, cost/loss tracking, and Total Productive Manufacturing (TPM) Techniques. • The successful implementation of new process technologies reducing operating costs by 30% for specific product lines Introduction of new major customer accounts that resulted in an increase of nearly $10 million year over year in annual revenue and $3 million in earnings.• Launched several new products totaling over $15 million in annual revenue.• Responsible for growing the business 20% and building sustainable processes for more growth potential.• Achieved Supplier of the year for 100% delivery • 31.58% scrap reduction • 8% overtime reduction Established best practices in SFX Division in demand planning, capacity leveling, production planning, and production executionResults:o Reduced lead times by > 40%o Increased delivery performance by 30%o Lowered inventory by 35%o Improved asset utilization by 30%

• Managed the value streams by leading and coaching a team of 81 direct reports within welding, assembly and test, shipping/receiving, manufacturing engineering, and EHS departments for a 2-shift 5-day a week an operation producing OEM and overhaul fuel nozzles and combustion components• brazed, assembled and heat treated components for Aerospace and PowerGen fuel nozzles for OEM, and overhaul components. • Responsible for developing/managing performance standards for associates through mentoring, coaching, and performance reviews.• Created a lean culture on the factory floor by utilizing 5S and continuous improvement tools to empower employees, drive a safety-conscious, and instill a lean oriented progressive workforce.• Supported continuous improvement through the use of Value Stream Tracking Center, Team Improvement Boards, High-Performance Teams, 3P's, and kaizen events.• Spearheaded the execution of development programs from engineering qualification into full production.• Successfully achieved site and division sales goals by using Continuous Improvement and Lean initiatives to reduce non-value-added waste.• Championed numerous Kaizen events resulting in improved shadow boarding that became the standard for all cells within the plant.• Implemented and maintained AS ISO and NADCAP standards and regulatory requirements and met with customers to ensure client standards are met and production readiness on all development programs. Received supplier excellence awards for on time Delivery • Developed continuous improvement activities to meet internal and external production targets (PPM, Scorecards, Turn-Around-Time).• Led lean Manufacturing and Kaizen events to improve productivity and increase profitability using the A3, 5-Why, PDCA and Ishikawa methodologies.• Established and facilitated High Performing Work Teams to assist in the development of team members and improve functional collaboration.

• Followed procedures for inspection, use Zeiss Calypso CMM, castings and machined parts, AQL sampling plan for inspection, accept/reject criteria or specifications, update the quality record for inspection, plan safe handling of receiving incoming materials and identify the defective material, review and notify engineers of corrective action of the defective material, issue NCMRs and review QC-Calc output.• Performed and accept/reject process on components, subassemblies, and finished products based on established specification requirements.• Participated and interfaced in external & external audits with regulatory representatives.• Assure proper control, segregation, identification, and status of materials.• Validated equipment, revised and edited protocols, and authored issue reports with little or no assistance.• Train inspectors in the use of testing equipment and tools.• Assisted in the selection and upgrading of testing equipment and tools.• Performed failure investigations to determine the root causes of failure and suggest corrective actions to be taken.• Executed product validation testing, log results, and analyzed results, generating engineering changes and justifications for changes.

Key Accomplishments• Encouraged employee engagement by coaching team members to be accountable for their KPIs, participating in and leading problem-solving activities, and identifying and implementing improvements in safety, quality, delivery, and cost.• Negotiated and awarded a new customer supplier agreement valued at $13 million in new Gas Turbine business.• Developed & implemented a program to improve overall efficiencies and production within the facility, improving overall yield by over 20%.• Worked with a team driving a $28M automation project reducing the workforce by 40% in the Division• Facility losses reduced by 50%, Used Rapid Changeover (RCO) tools to improve changeovers by over 75%• Maintained Occupational Incident Rate (OIR) of 0 for the last three years