Marmon Construction Fastener Group is comprised of several market leading fastener brands: Atlas Bolt & Screw, Robertson, Deerwood, SureDrive, Big Timber and Tenn-Tex Plastics.

Top Operations executive with P&L responsibility for a global manufacturing site and four distribution facilities with 300 associates and 6 direct reports. Led planning, scheduling, manufacturing, procurement, engineering, quality, assembly, inventory, warehousing, maintenance & facilities. Drove operational excellence through strategic initiatives and lean daily management.• Reduced manufacturing lead time, inventory, and production costs through lean daily management and implementation of transformational lean production cells.• Improved team engagement with creation of career development program.• Partnered with suppliers to drive down purchase price and establish vendor managed inventory.

Provided leadership for Manufacturing, Reliability, Project, and Product Engineering supporting multi-million dollar sales, budget, capital budget, and 5 direct report Engineering Supervisors. Reported to Director of Operations. • Developed a 5-year strategy that established objectives and prioritized key programs to support value realization.• Increased capacity significantly while improving product flow, increasing floor space, and reducing manufacturing lead time.• Achieved double digit percentage points increase in actual gross margin 2017-2020.• Reduced annual operating costs from assembly yield improvements, tooling cost reductions, productivity improvements, and scrap reduction.• Implemented significant multi-million dollar capital improvements through collaboration with senior executives, functional managers and other business units.• Improved retention by deploying improved onboarding and training program for new career development professionals. Swagelok is a privately held developer of fluid system products, assemblies, and services for the oil and gas, chemical and petrochemical, semiconductor, and transportation industries. Swagelok serves customers through 200 sales and service centers in 70 countries, supported by 5,500 corporate associates at 20 manufacturing facilities and 5 global technology centers.

Maintained Swagelok's product quality reputation and drove improved performance in Swagelok’s quality systems and culture through suppliers, internal manufacturing, and distribution network. Led 6 direct report Quality Improvement Leaders. Responsible for a multi-million dollar annual project portfolio. Reported to Director of Quality and Continuous Improvement. • Improved responsiveness to product containment and customer returns substantially through disciplined problem solving. • Sponsored quality improvement initiatives that reduced product returns significantly.• Led Corporate Quality Review Committee and implemented advanced quality planning process across the enterprise.

Led Business Systems Transformation team focused on Best Practice Implementation and Business Process Improvement while implementing SAP; led 4 direct report Process and Data Leads. Reported to Director of Manufacturing Strategies.• Delivered on program expectations and value realization from Project Preparation through Go-Live while deploying advanced business systems across the enterprise resulting in engineering efficiencies.• Drove organizational change leadership across 16 manufacturing locations on two continents for 3,500+ associates.• Steered high-performing team through transformation of business, systems, and data for manufacturing, maintenance, quality and engineering functions while maintaining customer service levels and operational efficiencies.

Managed Manufacturing Operations across two facilities supporting annual budget, 230 associates, and 7 direct report Supervisors. Reported to Manufacturing Manager. • Established strong communications between departments, shifts, and internal customers through lean daily management.• Leveraged Lean Kaizen events which gained plant recognition annually for improvements in key operational metrics including reducing scrap and rework by 50% over three years.• Achieved Swagelok President’s Award for outstanding performance in 2010.

Transformed processes in manufacturing, assembly, engineering, customer service, and finance through business process reengineering and lean transformation efforts. Led teams of 5-12 associates and maintained budget responsibility for initiatives.• Implemented quote and orders cells to provide accurate delivery and price for new parts that reduced effort by 30% and improved response time by 50%.• Delivered breakthrough supply chain improvements for high volume product line o Drove external quality escapes to 0 ppm. o Reduced supply variance from 8 weeks to 2 weeks. o Decreased inventory by 50%, increased productivity by 40% and 75% reduction in scrap and rework.• Won First Place in MAGNET’s Competitiveness Challenge in 2008.• Achieved Swagelok President’s Award for outstanding performance in 2007.

Provided project leadership for new product development, global footprint utilization, business process improvements, and reduction to corporate risks. Managed teams of 8-20 associates and multi-million dollar project budgets.• Led manufacturing development of new products for modular fluid system components from voice of customer to product launch.• Improved flow, reduced labor, improved fixed asset utilization, and shortened lead times through plant consolidations and improvements across the extended supply chain resulting in 30% footprint reduction.• Collaborated on development of strategic planning process, including policy deployment structure to align value stream continuous improvement plans with corporate strategies.• Achieved Swagelok President’s Award for outstanding performance in 2005.

Managed engineering, production, quality control, and maintenance personnel, while leading projects involving building systems and machine installations. Led 13 direct reports with responsibility for plant operations and procurement budget. • Directed contract work and supplier negotiations for outside die manufacturing and tooling procurement.• Led cross-functional team responsible for startup of new forging and die manufacturing processes with multi-million dollar capital expenditures.• Created and implemented Balanced Scorecard strategic management system that improve customer service levels by 35% and reduced WIP by 20%.

Responsible for manufacturing efficiency, quality requirements, and process improvement initiatives. Improved product line profitability through manufacturing improvements that reduced cost of quality, reduced tooling costs, improved productivity, and reduced labor requirements.