Michael Hackett Email & Phone Number

Value OpExperts Consulting brings over 30 years of proven expertise in Operational Leadership to help organizations optimize processes, enhance efficiency, and unlock new levels of growth. Our approach is rooted in a deep understanding of the operational challenges businesses face. We collaborate with organizations to drive measurable outcomes and sustainable value through a comprehensive suite of services tailored to improve enterprise value and EBITDA.EXPERTISE• Acquisition Due Diligence Support• Acquisition Integration Support• Outsourced CXO and Interim Operations Management• Operational Cost Reduction • Order Fulfillment Optimization • Supply Chain Optimization • KPI Implementation • CapEx Strategy Development & Project Management• Gap Analysis & Organizational Assessment

Oshkosh, Wi, Us

Responsible for the following:• Improved the operational focus on safety and achieved 14 consecutive months without a recordable injury. • Designed, implemented, and managed a capital expense plan for Montreal to improve work areas and add automation equipment to double capacity • Reorganized Purchasing, Procurement, Inventory and Customer Integration staff enabling significant value creationo Reduced total inv value from $22MM to $13MM by implementing MRP, elimination of non-profitable business, and identifying obsolete material for dispositiono Reduced slow moving & obsolete inventory from $10MM to $4.7MMo Internalized a 3rd party manufactured product saving an additional $1.5MM annuallyo Focus on procurement yielded 11% annual savings on total raw material and packaging spend• Developed and implemented a suite of KPIs to evaluate and report on business performance

Pittsburgh, Pa, Us

Responsible for capital investment project implementation, continuous improvement projects, manufacturing platform rationalization, and engineering and maintenance activities for the PMC division.

Kansas City, Kansas, Us

Responsible for the Operations of a Private Equity owned business providing protective coatings, linings, joint fillers, and repair materials for a variety of industrial applications. Member of Executive Leadership Team and instrumental in margin and EBITDA improvement facilitating the sale of the business to PPG in Feb 2021. Responsibilities include production, warehousing, shipping/receiving, supply chain, maintenance, and engineering. Subsequently assigned responsibility for customer service and tech service support teams. • Instituted a ‘We’ mentality within the operations group by coaching the staff to focus on group success as defined by our customers and replacing staff who refused the collaborative approach. • Coordinated the closure of an underutilized facility and the transfer of formulas, materials, and assets to a larger one to improve operational expense performance. • Consulted and advised another facility on safety improvements and Lean reorganization to reduce labor expense by 20%.• Provided project management support to product consolidation team and new product integration team to get projects on a track to success.• Resulting from facility rationalization and product consolidation, increased KC production volume by 19% in 2020 without additional headcount.• Developed and presented the justification to create an EHS Manager staff position within the company. Interviewed, hired, onboarded candidate in Sept 2020. • Reduced inventory component of Working Capital by 21% in first year. Created and staffed a Supply Chain position, developed and implemented ERP system tools, created monthly reporting to monitor and report on progress. • Assumed responsibility for Customer Service function to improve collaboration with Operations as well as to improve relationship with Sales group.• Assumed responsibility for Field Technical Services group primarily for the purpose of mentoring new group leader.

Responsible for all functional operations reporting to the President.

Wesel, Nordrhein-Westfalen, De

Assumed responsibility for the NC ink operations upon the departure of its Director of Operations while retaining full NJ responsibilities. • Developed and acquired approval for a modified organizational structure for NC to better service the needs of the market from a fragmented manufacturing platform. Hired a Mfg Mgr for NC operations and implemented the new organization resulting in positive development of delivery reliability for NC business unit.• Modified and implemented the wage progression pay scale previously implemented in NJ resulting in steady productivity increases.• Harmonized operational KPIs between two sites and aligned goals of management team.

Wesel, Nordrhein-Westfalen, De

• Hired to upgrade performance of the position and group. Implemented many safety improvements immediately, both procedural and engineered systems, to reduce safety risks. Exceeded two years without a lost time injury.• Influenced the quality group to improve and standardize the manufacturing instructions within recipes. Modified SOPs and implemented operator training and qualification process to support standardization. Both elements were vital to improve quality and consistency of finished products to market. • Requested and implemented a progressive pay scale for direct labor employees to improve employee engagement and internal opportunities to advance. • Championed Lean Six Sigma projects to improve OEE of intermediate batch manufacturing process, improve First Time Pass rate for largest product portfolio, and reduce the rejected batch rate.

St Helier, Je

Assumed responsibility for the water based mother plant for the packaging division in Anniston, Alabama while maintaining responsibility for Lebanon, Ohio. My responsibility included operation of both sites without a Site Manager at either location.Upgraded Anniston staff and improved production efficiency by 9% during 1st calendar year and decreased costs 13% below budget.

St Helier, Je

In 2005 I was contacted directly by the President of North America and asked to relocate again, this time to Lebanon, Ohio, to solve ‘the biggest problem he had in North America’. After a successful culture shift in Lebanon I was promoted to manage both mother plants of the packaging division. Relocated to turn around the mother-plant facility for the packaging division. This facility delivered product at 65% on-time delivery, generated a 40% rejection rate on two product lines, operated 24/7 with one third of a month's production backordered, incurred losses due to safety issues quarterly. and it was worse than that.Created a safety-first culture imperative at a facility manufacturing flammable products by instilling accountability at all levels. Led a divisional team that researched and implemented a behavior based safety program at all division locations.Improved delivery to 95% while reducing the operating schedule to 24/5 in seven months.Improved rejection rate on two product lines to less than 2% through root cause analysis.Managed the initial Lean project reducing cycle time on our highest volume process by 11%.Replaced 4 out of 5 production supervisors and one third of the hourly workforce within two years while significantly improving plant morale. Reduced customer complaints in 2006 by 78% as a direct result of thorough root cause investigation, implementing effective solutions and building quality into the mfg process.Reduced inventory by 22% providing ownership with significant working capital improvement.

St Helier, Je

Relocated following a cost initiative to close the Salem facility and integrate its volume into the Elizabethtown facility. E-town was a high-volume plant with a poor quality reputation. Managed the closure of the Salem plant as well as the transfer of business to Elizabethtown resulting in 11 million pounds monthly production. This transfer included formulations, equipment, personnel and $4.5 million in capital improvements needed to accommodate the additional volume. During this transition we did not lose one order or customer as a result of outstanding planning.Led the integration of Six Sigma into the operation by becoming a Green Belt and acting as Champion on several projects managed by my staff.Within the first four months we solved a three-year old quality problem that had resulted in a $900k monthly loss of business.

St Helier, Je

Relocated to improve efficiency at a branch with high quality/low productivity performance. Managed all functions of the facility capable of manufacturing up to 4.5 million pounds of product each month.Administered $2.9 Million in Capital, during 2000 and 2001, for process automation systems and equipment designed to improve efficiency.Designed and implemented a program to insure and monitor adherence to 5S practices.Received assignment as the National Team Leader of a joint management team formed to facilitate communication and project initiatives between North American divisions.Assigned responsibility for assessment and subsequent closing of plants acquired through acquisition.

St Helier, Je

Responsible for the manufacturing, quality control, shipping, purchasing, safety and maintenance activities of a facility that produced up to 3.5 million pounds of product monthly.