Reporting directly to the President\COO, supported the organization in positioning itself for strategic growth in sales and production volume.• Worked closely with Manufacturing to identify job families and skill levels for positions in the plan. Result: Established salary grades and slotted each skill level into appropriate grade as well as salary plans to bring employees below newly established minimum salaries to proper levels. • Completed implementation of ADP system to include establishing insurance carrier connections and setup of COBRA administration module. Result: Gained full utilization of invoiced services and improved employee service level for benefits.• Developed and executed recruitment, selection, and hiring plan for new machinists. Result: Effectively raised the overall talent and skill level for this key talent area for the company. • Partnered with the Director of Manufacturing in executing changes in management and personnel at one of our locations. Result: Helped establish a change in culture that restored teamwork, improved on-time delivery, and renewed an emphasis on product quality.

Responsible to Regional Director of Human Resources for providing strategic and tactical leadership, strengthening a culture of adaptability to customer demand and meeting performance goals for staff of 150 office and 500 manufacturing employees. • Developed career path progressions for key areas, including Engineering, Sales, and Finance. Result: Improved recruitment strategies with majority of advanced positions filled from within and external recruitment focused on entry-level positions.• Introduced and administrated annual performance management process for non-bargaining unit employees. Provided training to include goal-setting, linking individual goals to departmental and organizational goals, self-evaluation of performance, and participating in feedback sessions. Result: Improved quality of performance appraisals and attainment of business objectives.• Served on community and workforce development committees to improve readiness of potential employees. Result: Increased commitment from workforce development partners, including Michigan Works and Mid-Michigan Community College.• Introduced new cross-functional talent review process to identify organizational strengths, opportunities, and weaknesses. Result: Improved engagement from managers in accepting feedback from internal customers on their respective teams, while increasing focus on development activities targeted at future initiatives.

Responsible for high-volume recruiting and training for production associates, designing and administering safety initiatives, and leading team of 3 that administrated payroll and benefits. • Implemented temporary-to-permanent hiring system to meet demands for accelerated production ramp-ups. Result: Partnered with temporary agency to meet 4 ramp-ups of over 100 hires each, meeting production and efficiency objectives.• Developed and delivered onboarding program for new production workers to communicate company culture and employee expectations with emphasis on safety. Result: Reduced turnover rate for newly hired employees by 40%, with first-year employees accounting for less than 7% of annual recordable injuries.• Developed safety communication and incentive programs focusing on daily hazard recognition and awareness. Result: Reduced OSHA recordable incidence rate by 70% over 3-year period, bringing annual rate to top quartile for industry code. Achieved landmark of 1,000,000 man-hours worked without a lost time accident. • Collaborated with insurance carriers on worker’s compensation claims management. Result: Reduced reserve requirements for claims by $500,000 over 2-year period.

Responsible to Vice President of Operations for safe, efficient, and on time production and order fulfillment. Led staff of 7 Supervisors and 100 employees.• Redesigned warehouse management team to lay out areas of responsibilities and control for each team member, and established metrics for on-time delivery and inventory accuracy. Result: Surpassed metrics expectations and remained above 95% on time delivery and under 2% annual inventory variance.• Directed facility through change in ownership after acquisition by Play By Play, including design of warehouse, sales order entry, and production systems with formal purchasing and human resources functions that interfaced with corporate counterparts. Result: Implemented new corporate software and warehouse management system over 2 weekends without disruption to daily production and shipments. • Developed and implemented capital plan to fund additional shipping docks to accommodate LTL carriers. Result: Eliminated 60 hours of overtime per week and achieved return on investment in 1 year.

Responsible to Vice President of Retail for sales, profit, and guest satisfaction, leading team of 5 direct reports and seasonal staff of 300.• Researched and identified new paid attractions to add to park offerings, and negotiated agreements with high tech attractions suppliers, such as virtual reality pods and flight simulators. Result: Increased attractions per capita revenues by 150%.• Directed annual recruitment and training of 300 seasonal workers and organized off-season outreach sessions to communicate employment brand. Result: Improved quality of hires, and facilitated culture of performance, training, and professionalism. • Established point-of-control for retail division staffed by seasonal management that coordinated downtime, loss prevention, weather updates, and inventory. Result: Reduced downtime in Food Service by 20%, established development role for potential managers, and business model was replicated in all Six Flags parks. • Performed duties of onsite Park Manager on scheduled basis with focus on overall guest experience to include safety, availability of attractions, and coordinating overall response to conditions, such as downtime and weather. Result: Resolved guest complaints prior to their leaving park, and helped raise guest satisfaction surveys by 25% to meet corporate standard.