Engineering Director for Tate's Bake Shop from October 2019 until August 2021.Project Manager at the Mondelez Richmond VA bakery, responsible for Performance "Turn Around" portfolio of projects.Assistant Engineering Director for Hilmar Cheese Company. Responsible for delivery of a $700M greenfield cheese and whey production facility.

Joined a new leadership team that was responsible for a culture change within a large factory after 3 major safety related events. Successfully turned around the safety culture and lead the capital investment from strategy to implementation that resulted in doubling Life Saver production capacity in 2 years. Prepared a site master plan that could be executed in 5 years to double capacity of the remaining 2 brands at this facility. Lead sustainability efforts to eliminate rental chillers and have excess chilled water capacity with current equipment and reduce the boiler demand from 4 boilers to just over 1 boiler. Average of 2 direct reports/year were promoted into roles of increased responsibility.

Lead the integration of all technical aspects of the facility into the operating systems of a new company that recently purchased the Iams/Eukanuba/Natura Brands.Successfully managed staff changes through the transition of ownership while continuing to deliver key product/process upgrades, savings projects and critical environmental/safety improvements.

Lead the successful integration of a Facility Service Management (FSM) group into the site. The only site that had significant savings associated from utilizing a FSM. Managed the design, installation and start up of a waste water treatment plant that eliminated NOV's for pH, FOG's, etc.Global Leader for Early Management and CVS methodology, (92% of projects resulted in vertical start ups).

Launch leader for a site that produced all of the Scope and Crest mouth wash for North America. Prior to taking this role, production lines were starting up and sustaining 30% reliability after 1 year. The equipment was already purchased for another line and I had 6 months to hire, train, qualify new materials and prepare readiness plans to support the start up. Delivered 70% Reliability average for the first month of start up, versus a prediction of 73%!Responsible for responding to all feasibility and cost requests for product improvements and Initiative launches.Responsible for all engineering, controls, maintenance and start up resources.Global leader for development of new Commissioning, Validation and Start Up training materials for all business units.

Lead the delivery of Herbal Essence shampoo reformulation and package upgrade on accelerated launch timing. Product regained share and became #3 brand. Lead the development and implementation of the Wal*Mart "right sized" case projects. Installed additional Puck Line Bottling/Packing Capacity, automated unit load identification and transport from palletizers to dock for the corporation's 2nd largest manufacturing facility in NA. Developed the sites Packing Master Plan and delivered skid based conditioner making system using low cost engineering solutions (India based engineering and China based manufacturing).

Lead the identification and development of a global robotic case packing solution for tampon packaging. Lead the Engineering Work Process (EWP) for North American Tambrands. Applied the EWP methodology to the development and start up of new robotic case packers in the Pearl tampon business (first machine operated at 97% efficiency during first month of start up). Fulfilled role of Project Manager, Lead Technical Engineer, Shake Down Leader, Delivery Leader and start up support for robotic top loaded cartoners. This project saved over $2MM annually by eliminating the need for contract packing, doubled throughput, delivered less than 1500 ppm defective product with 6 cartoners averaging 96% availability, which is 1% above the target and meeting stretch criteria.

Responsible for the development of 3 technical engineers. Coached them to lead small initiatives (<$5MM), deliver 30% converter throughput increases and Thick Pad Flexible Global Release Paper Wrapper development. Personally lead the Thick FGRPW Technical Delivery Team for the development of all chassis sizes and package counts for roll out to North America, Latin America and Asia. Completed this on schedule, below budget and with higher speeds than the previous initiative. This saved $6MM in capital avoidance by allowing other regions to move directly to FGRPW platform verses an interim upgrade step. Developed a strategic master plan that would enable the Always pad module to improve productivity from 28 to 90 MSU/person by 2005 (within 5 years). Developed concept and scope that would enable all thick sku’s to be produced on the new Flexible Global platforms, thus enabling the elimination of old technology equipment and still meet the needs of the consumer without impacting global standardization. Lead the America’s Technical Development Team for Breathable Ultra pads. Identified product standardization opportunities (between NA, LA and Asia) and leveraged the roles of team members to drive to a higher level of product standardization, that required fewer delivery resources and allowed shorter roll out schedules. Lead the shakedown of a new global technology platform at a joint venture corporation in Italy, that started behind schedule, and finished ahead of schedule.

Lead a multifunctional team that determined scope, cost and schedule to deliver a 30% increase in throughput across Ultra production lines in Greenville, NC and Belleville, Canada.

Worked in a Matrix organization with responsibility for plants in Canada and the US. Lead a department of 4 Process Engineers, 2 Project Engineers, 9 Process Technicians, 3 Electrical Technicians and 6 Finished Product Quality Technicians.Provided Career, Mastery and Task coaching to individuals in department.Provided Task Direction for 2 Process Engineers, 2 Electrical Technicians and 4 Process Technicians at our site in Greenville NC.Established and exceeded goals for reliability, scrap and quality improvements for 4 pad modules in Canada and US and 1 liner module in Canada. These results provided a path to enable standardization and throughput improvements which resulted in consolidation of the 2 production facilities.

Managed a department of 4 Process Engineers and 14 Process Technicians.Benchmarked line and unit op performance to establish priorities and stretching goals for PDCQSM metrics, and lead a major Baby Care cost savings initiative that reduced costs by $1.20/unit (30% reduction). Continued to support the Baby Care business during the relocation of all Baby Care production lines to the US, while assuminhg Matrix/Hubsite responsibilities for the growing Always business at the facility.

Lead a team of 1 Project Manager, 4 Technicians, 1 Electrical Engineer and 1 Mechanical Engineer to construct, commission and qualify a new Baby Care process in Canada on a faster schedule than was being accomplished in the US. This resulted in our US division completing the US diaper development at our facility in Canada to save development expense and accelerate time to market.

Designed equipment to meet product designs and manufacturing requirements. Influenced Canadian and US product design teams to on a product design that initially met all requirements for the Canadian consumer and ultimately evolved into the NA design for "Stretch Diaper" technology.Developed web handling technology to accurately model composite webs during converting processes and metering/phasing of feature application to variable caliper webs.

Developed and implemented innovative concepts to improve reliability, scrap and quality in high speed converting processes.Lead shakedown, commissioning and start up of new equipment for product upgrades.Provided career, task and mastery coaching for 13 process Technicians