Privately held Tier 1 automotive supplier of Lithium Ion cylindrical batteries with annual sales of $3 billion.Plan, coordinate, and direct 4 different Business Units as well as the Engineering, Maintenance, and Facilities departments. Supervise a plant staff of 8 direct reports and 3500 indirect reports.

Responsible for the safety, quality, and delivery of assembly department, consisting of 14 production lines. Supervise a plant staff of 3 direct reports and 1300 indirect reports. • Increased production throughput by 10% in 6 months• Set plant record for daily production – 5.92m cells• Decreased attrition rate from 42% down to 18% • Introduced training line to increase operator skill set and standard work• Reorganized Mid Level Manager structure to support 24/7 operations • Led ISO audit team with 4 minor findings• Led daily safety walks reducing TRIR from 3.7 to 1.9• Established weekly quality review reducing total lost cost by $12m

Responsible for the total operational metrics including P+L. Supervise plant staff of 7 direct reports with 6 assembly lines and 900 hourly employees.• Central role in launching U55x Navigator/Expedition assembly line• Improved U55x Job Per Hour (JPH) by 20% in 6 months• Central role in launching P702 F-150 on time and at rate• Reorganized Mid Level Management structure by adding support to Subassembly department • Reduced overtime in Sub assembly department by 12% • Key contributor to COVID-19 preparedness and safety protocols• Reassigned entire assembly line and operating pattern to support customer

Responsible for the total operational metrics including P+L of 3 separate facilities. Supervise plant staff of 7 direct reports and 250 hourly employees.• Initiated daily accountability/Gemba walk• Facilitated kaizen blitz for Siemens aluminum house cells. Realized productivity gains of 25%• Reduced overtime by 20% in 1st calendar year of employment• Improved labor as a percent of sales metric by 2% points at all 3 facilities• Restructured attendance policies and procedures • Initiated “All hands meeting” focusing on culture development and lean manufacturing improvements

Responsible for the total operational metrics including P+L. Supervise plant staff of 12 direct reports and 170 hourly employees. This is a Brownfield location. 1st employee hired. • Oversaw the final stages of construction at the facility including Certificate of Occupancy• Screened, interviewed, and hired entire leadership team• Established onboarding and orientation process for new employees• Evaluated and set departmental budgets and spending• Installed 8 robotic weld stations and 4 assembly lines• Developed plant KPI targets and metrics

Responsible for the daily operation of 4 distinct business operations, Molding, Paint, Assembly and Training. Supervise plant staff consisting of 7 direct reports and 300 hourly employees. • Initiated hour-by-hour boards and daily Accountability Walk to improve Visual management cues• Reorganized manufacturing departments to better align headcount and reporting structure• Implemented onboarding process for new employees • Initiated Material Review Board to identify root cause of nonconforming material and develop corrective actions