Executing a $100M global growth capital investment budget. Projects range from line extensions to new facility builds. Projects follow our Project Management process, which is focused on project scoping and technical solution vetting up front, followed by site focused safety, cost, schedule, performance, and risk management processes during execution. Building and executing a 7 year $500M Innovation growth plan. Acquiring or partnering with new tech startups in the Environmental field, with the aim driving significant growth. Implemented a Stage Gating process that allows us to fail fast as we evaluate ideas, quickly getting us to the ideas that meet our criteria. Transforming and reorganizing the procurement function with the aim of doubling our current year on year procurement savings contribution. •Member of divisional Senior Leadership Team for 8,000 employee division, leading a team of 120 global professionals.•Executing a global growth capital investment budget of $100M primarily in hard to execute countries.•Leading a 7-year Long Range Plan to drive Innovation growth by $500M, implemented Innovation Stage Gate process.

Led a Global Engineering Team of 50 which provided support across 150 sites in 35 countries: China, India, Middle East, UK, Europe, Eastern Europe, US, Canada, Mexico and South America. Developed and put in place a Project Management process which is focused on project scoping and technical solution vetting up front, followed by site focused safety, cost, schedule, performance, and risk management processes during execution. Process transformed the way Harsco Environmental plans and executes on projects, significantly reducing the risk of underperforming contracts, and overrun poorly executed projects. Developed an online Innovation Hub and rolled out a process that encourages site resources across our 150 sites to participate and share innovative ideas they have implemented, thereby spreading our site level innovation globally.•Developed and implemented a Global Project Management Process transforming project execution at Harsco.•Executed large expansion projects globally in hard to execute countries.•Developed a Global Innovation Hub and implemented processes that enable global sharing of site innovation.

Led global department of 65 managers, project managers, engineers, and designers responsible for $100,000,000 in annual capital investment spending. Directed development, installation, and execution of world-class project management system derived from experience of building international greenfield manufacturing facilities, significantly improving outcome of company project portfolio. Developed annual global capital strategic plan, collaborating with operations, sales, and marketing. Reviewed major active project investments with CEO and CFO quarterly.• Served as executive sponsor for $115,000,000 of active capital investment projects.• Acted as functional leader for engineering, covering 16 global manufacturing facilities.• Functioned as sponsor for bench engineer development program, focusing on bringing in and developing five to ten bright future company leaders annually.

Executed $110,000,000 plant build in Russian Federation. Oversaw building, staffing, and startup of facility. Led international team of 25 engineers and managers and 300 contractors. Hired and developed 200 local managers and employees to staff facility. Worked with local government officials to obtain building and operating permits (a two-year process). Used Lean principles to manage project visually on shop floor, allowing effective management of Russian contractors and Chinese vendors. Led process ramp-up, NPD efforts, and manufacturing of initial product to serve customer demand. Oversaw creation of systems in safety, manufacturing, maintenance, engineering, logistics, environment, and purchasing.• Constructed 250,000-square-foot facility, with majority of equipment manufactured in China.• Completed plant startup two months ahead of schedule and under budget in first quarter of 2015.• Achieved zero OSHA injuries during construction and startup of plant.• Conducted several development sessions around project management at request of Russian government.

Oversaw plant of 300 employees, with 500,000 square feet under roof, 24/7/365 operations, and product generation worth $250,000,000 annually. Implemented Lean plant-wide in April 2010. Developed and rolled out Manufacturing for Daily Improvement in early 2011, driving operating metrics, leadership engagement, and decision-making to shop floor, as well as creating a visual factory. Integrated daily Gemba walks and SQDC boards into all plant manufacturing business units. Adopted Kaizen as a key driver of safety, quality, service, and process improvement.• Reduced injury rate by driving risk identification/assessment, completing first three quarters of 2012 with zero OSHA injuries.• Doubled annual plant productivity from 3% to over 6% as a result of implementing Lean manufacturing plant-wide.• Closed domestic plant in March 2011. o Moved all 54 SKUs to Pensacola plant in nine months. o Maintained safety performance, claims, and service to customers. o Won CEO Award for Excellence for plant in 2011.

Directed all plant operations, including production, maintenance, and process improvement for 300-person; 500,000-square-foot facility. Implemented preventive/predictive maintenance processes, significantly improving uptime of operations. Executed operations autonomous maintenance processes, significantly improving uptime and reducing contractor cost.• Implemented integrated action plan (IAP) for operations, significantly impacting plant startup and shutdown effectiveness.• Worked to significantly change plant culture around housekeeping and safety. Implemented risk assessments, driving risk awareness through identification of risk in the workplace.

•Accountable for all plant operations, including production, maintenance and process improvement for a Plant of 250 people.

•Member of the European Leadership Team accountable for European Quality, Capital and special projects.•Project Manager responsible for closing manufacturing facility in Hoogezand, Netherlands and moving product line to our facility in Muenster Germany.