Served on Wieland Global Leadership Team (GLT). Directly supported the VP of Operations NA Rolled Products. Responsible for leading operations, maintenance, engineering as well as shipping and warehouses for multiple sites. Direct ownership of major priorities including developing vision, communication plans, and implementation for major expansion project approval, obtaining long term labor agreement with seven unions, transforming multiple sites for safety and employee engagement improvements, and optimize overall performance and flow to drive financial and customer satisfaction improvement.

Served on global Senior Leadership Team (SLT) directly supporting CEO/CTO. Implemented continuous improvement reporting structure in collaboration with global business units to ensure revenue growth and cost reduction projects impacted EBITA improvement in a private equity environment. Coached and mentored plant managers to implement action plans to transform financial and safety performance. Analyzed financials and developed business improvement plans for five business units to improve EBITDA performance by $3M. Led engineering and financial assessments for multiple critical capex improvement projects. Revised reporting of continuous improvement program to ensure projects truly impacted the bottom line for financial reports in a private equity environment working with the CTO and CFO. Completed assessment of labor pay structure for multiple sites with recommended improvements to retain and attract employees.

Served on Granges Executive Team (GLT). Directly supported the President/CEO of America’s. Led lean production system for USA and collaborated closely with global team to develop and implement best practices for continuous improvement. Led capital expenditure resource allocation and prioritization. Supported multiple US sites as well as corporate, Swedish, and Chinese facilities to establish and achieve objectives through business planning and action plans to meet senior leadership expectations. Led and coordinated activities and initiatives for sustainability focus including data gathering, analysis, and annual reporting.

Served on Noranda Executive Team (NET) to achieve business goals and objectives regarding business plans, policies, projects, and strategic initiatives for sustainable growth. Oversaw and championed lean production system for USA and Jamaica to develop and implement best practices for continuous improvement. Designed, led, and executed initiatives to improve equipment effectiveness and overall production efficiency through process/procedural/equipment changes, training, and executing capital projects. Defined, tracked, and communicated key performance indicators for business improvement. Directed capital expenditure process for budgeting, financial forecasting, implementation, and compliance with financial policies. Led and coordinated activities and initiatives as part of sustainability initiative including data gathering, analysis, and reporting for annual reporting. Aided sites to establish and achieve objectives through business planning, capacity analysis, and reviews. Coached, mentored, and developed team members by fostering an environment of learning and encouraging collaboration across multiple sites. Performed as site leader for our primary aluminum plant in New Madrid, MO to oversee operations and prepare the business unit for sale.

Served on Noranda Executive Team (NET). Directly supported president of flat rolled aluminum and CEO.Led plant turnaround from targeted closure due to financial losses to viable operation generating $5,000,000 to $10,000,000 EBIDTA per year through right sizing facility for volume and product mix enhancements, cost mitigation programs, process improvements, and employee engagement. Implemented plant wide lean manufacturing including pull system, visual floor management for KPI's and inventory management, daily management walks, Kaizen, and SMED events. Oversaw implementation of ISO 9002 and achieved certification. Improved safety performance from worst performing in flat rolled business to best performing with zero recordable incidents over two years by developing and implementing safety CARES program focusing on case management, awareness, recognition for good behavior, engagement of employees and union leadership, as well as systematic risk reduction. Negotiated successful contract renewal with USWA resulting in lower fixed costs and implementation of employee incentive compensation program.