• Define and execute strategy responsible for delivering improvement on financial statement andoperational excellence (i.e. improve fleet utilization, drive customer experience through digitization and improved process, define and execute technology deployment for improved P&L)• Responsible for cultivating a cross functional, continuous improvement mindset and culture for the entirety of Carter Machinery. Drive CI initiatives across 30+ locations.• Coach a team that is new to the continuous improvement space to become experts in methodology. Responsibilities include hiring, training, and developing the team.• Engage with Caterpillar corporate to ensure the CI system is aligned with partnership goals andstrategy

• Built a team with the responsibility to define and deliver Quality in the Carter Parts Department (Caterpillar dealer with revenues in excess of $5Billion). The Quality System incorporates KPI’s, data systems for automated measurement, and delivery of the system to 30 locations. Responsibilities include hiring, training, and developing a team of people as well as supporting the team at each of the 30 locations.• Implemented process quality improvements across 30 locations and 3 team members. These processes are responsible for 250,000+ lines of inventory and 100,000+ customer orders annually and growing.• Financial statement responsibility which includes a 50% cut in “mistake account” through data and process improvement • Engage with Caterpillar corporate staff and processes to ensure the system is aligned with Corporate goals and direction• Currently pursuing master black belt certification (ASQ)• Co-leader of monthly leadership bootcamp focused on emerging talent

• Consultant to the business based upon corporate priorities • Focused project management skills to lead cross-functional teams throughout the territory and business units • Earned six sigma black belt certification (ASQ)• Data-driven, boots-on-the-ground experience to develop people and improve processes while empowering people throughout the company to interact in the continuous improvement process• Projects included:o Electric Power Generation Fleet Trackingo Equipment Courtesy Inspection Evaluation and Implementation for Incremental Service Worko Led and organized Kaizen events responsible for warehouse efficiency (multiple)o Customer Order to Invoice (COTI) Process Tracking and Software Implementationo Rental Machine Category Evaluation and Streamlineo Product Test team for Caterpillar Initiatives

As a member of the engineering team for the machining value stream, the responsibilities cover a vast plethora of manufacturing processes besides machining. Swiss lathe machining is an integral part of everyday knowledge. The machining processes will feed into a finishing process, designed and maintained by the manufacturing engineer, for each specific part. A manufacturing engineer at Integer regularly participates in design of experiments for productivity and efficiency increases. This includes extensive documentation and data that is then provided to the customer. The manufacturing engineer is responsible for managing the project that he/she set forth, which includes working with other technical staff as well as machinists. The process changes always have to be verified through data analysis. Daily trouble shooting with true root cause analysis is an everyday must. New product introduction is not an uncommon thing for manufacturing engineers as well. This includes design of processes from rode stock all the way though the finishing process, ensuring that a conforming part is always provided to the customer. Accomplishments• Invited to participate in combined facility Kaizen event• Delivered ~$9,000 in tooling savings through tool life analysis• Managed a project which led to a cost savings of over $144,000 through a decrease in necessary labor and tooling as well as increased run rate• Lead a team in which $178,000+ were saved through data analysis, finishing changes as well as elimination of waste in the machining process• Implemented multiple methods in which to better collect data from

Production Management:• Responsible for 50% of the daily production on the line that accounts for over 50% of the daily plant production. This line includes 64 machines • Responsible for a $6million capital project to double capacity of the product family• Daily interaction with upper management and machining associates• Implement gage and process controls based upon machining processes• Execute documentation for training and process controls as well as responsible for the upkeep Cost Savings: • Delivered an annual tooling cost savings of $964,600 in fewer than 8 months from efficiency improvements.• Implemented a $30k cost savings material change working with outside vendors to maximize material usage and minimize scrap • Implemented a $50k cost savings through reprocessing of part production using capability studiesPlant Leadership:• In charge of Production line reorganization taking the line form 128 machines to 77. This reduced people in the process by 52% and enabled another product line to increase capacity by 65% ultimately driving company revenue. This saved the company over $1million in expenses• Lead Kaizen efforts for part reprocessing and scrap elimination

Responsible for 50% of the daily AR-556 production ~64 machineDelivered an annual tooling cost savings of $964,600 in just under 8 monthsResponsible for a $6million ramp up in machines

A 24-5 niche proprietary metal stamper serving the transportation, energy, and diversified industries globally exporting to over 50 countries under TS and ISO certifications• Daily focus on improving machine uptime through:o Created machine and software operating instructionso Sole process engineering responsibility for 13 work centers delivering ~$40million in revenue o Hands-on, multi-shift accountability for restoring machine operationso Root cause analysis of machine downtime that improved operator machine interactions: reducing breakdowns, stoppages, defects, and startup loss• Delivered a 9.8% productivity improvement in 21 working days on a critically constrained work center that reduced customer backorders • Experience collaborating with 54 equipment operators, electromechanical maintenance, and multiple supervisors and staff daily• Accustomed to collaborating with external contractors for vision equipment and automation including RFPs and RFQs• Eliminated the two main causes (power source and HMI) of downtime on the number two product family of the value stream• Stabilized and improved machine processes impacting production and on time delivery through hands-on and face-to-face operator training