Patrick Rank Email & Phone Number

• Held P&L responsibility for a 10MM case bottling facility, which includes a PET line producing 12oz, 500ml, 20oz, 1L, 1.25L, and 2L bottles, and a high-speed inline blow-fill PET line capable of handling all bottle sizes, including Dasani 12oz, 20oz, and 1L.• Led a manufacturing turnaround increasing case production volume from 4.2M in 2019 to 12M in 2023. During this timeframe, OI exceeded the Operating Plan by 10M or more yearly. This incredible achievement in volume and OI was delivered utilizing the same assets as in 2019.• Led the installation of a high-speed can line, which included enhancements to all plant utilities needed to support the increased demands. • The following projects were completed in parallel with the new can line equipment procurement and installation. One 20K HFCS tank was added, consolidated two CO2 storage tank locations into one central 100-ton CO2 tank location, added water vaporization for CO2 (removing outdated technology), increased syrup manufacturing capability by adding 6 syrup tanks, 1 syrup blending station, and automated the entire blending operation (removing outdated technology). The water treatment system was upgraded to handle the additional demand by adding an additional carbon tower and RO membrane filtration. A wastewater treatment system (pH neutralization) was installed to handle the additional low-pH waste volumes and maintain the permit guidelines.• Additionally, the can line was installed while a new 70K square foot building was erected. All these projects and the new building were executed below budget and 3 weeks ahead of schedule.

Rotterdam, Nl

• Held P&L responsibility for a 30MM case bottling and canning facility and a 100MM bottle blowing operation.• Managed operations including one can line (8oz, 12oz, 16oz), one PET line (20oz CSD, 500ml CSD, 16oz CSD, 1L CSD, 2L CSD), and a high-speed can line (16oz at 1500cpm).• Oversaw blow mold operations with a Sidel SBO10 machine.• Contributed $2.45M to Manufacturing Rate Variance in 2019, ranking #2 in the organization.• Led the installation of a high-speed can line, which included enhancements in power, CO2 storage, syrup manufacturing, water treatment, and offsite warehouse storage.• Generated 470K cases of unplanned volume through the project.

Rotterdam, South Holland, Nl

• Managed all aspects of Operations Quality for the NA Business Unit, ensuring products met both company and customer standards.• Developed and implemented Quality Assurance policies, procedures, and instructions to ensure compliance at the plant level.• Established quality systems, led GMP auditing functions, and coordinated continuous improvement efforts across 19 bottling plants.• Supervised a team consisting of 6 Regional Quality Managers, a Corporate Quality Lab Manager, and a Regulatory Affairs Manager.• Achieved a 23% reduction in DPMO across the NA Business Unit, improving overall product quality.• Played a crucial role in rebuilding relationships with the top 3 strategic customers.• Enhanced the Quality support function across NA by fostering plant collaboration to meet business objectives.

Rotterdam, South Holland, Nl

• Held P&L responsibility for a 25 million case bottling/canning plant and a 150 million bottle blow molding operation, with $25 million in total operating expenses.• Managed operations including one can line (8 oz and 12 oz bottles for 12-pack 3x4, Fridgepack 2x6, 24 loose, and 6-pack hi-cone) and one PET line (20 oz water, 20 oz CSD, 500 ml CSD, 170 oz CSD, 1 liter, and 2 liter).• Oversaw capital planning and development for an additional water production line with blow molding capability for multiple bottle sizes, with commissioning expected in 2014.• Reported directly to the VP of Manufacturing for North America Operations at the Tampa flagship facility.• Led a complete leadership team rebuild in 2007/2008, transitioning to Self-Managed Work Teams, reducing leadership personnel by 4, and enhancing cost control and performance while developing front-line associates.• Achieved recognition as the Company’s Large Plant of the Year for 2011, 2012, and 2013, leading the organization in effective cost controls over a declining volume market.

Atlanta, Georgia, Us

• Directed the P&L for a 30 million-case bottling and canning plant with a $10 million labor budget and a $10 million overhead budget. The facility features two can lines (8 oz and 120 oz), an 8 oz/100 oz glass line, a dedicated 200 oz bottle line, a dedicated 2-liter bottle line, and a Dasani water line.• Managed the P&L for a 12 million-case sales distribution center, including overseeing route truck loading operations.• Reported to the Director of Manufacturing for the Northeast Business Unit.• Led a complete restructuring of the facility’s leadership team, including evaluating current performance, recruiting new staff, replacing underperformers, and clarifying the roles and responsibilities of each leadership team member.

Atlanta, Georgia, Us

• Managed a $10MM case bottle plant and a $12MM case sales distribution center.• Controlled costs including $5.1MM in labor and $2.8MM in overhead budgets.• Reviewed current performance and recruited new personnel.• Defined roles for each leadership team member and provided necessary training and coaching.• Promoted Production Manager to Plant Manager and QA Manager to Production Manager.• Elevated four hourly employees to supervisor (1) and floor leadership positions (3).• Developed two employees (Production Planner and Sanitation Lead) from performance improvement plans to successful team members.• Executed a $5MM plant rebuild including:• State-of-the-art syrup processing system.• New HOT CIP capabilities, Micro Blend proportioning application, PET air conveying, and PAI palletizer.• New labeling application, wastewater treatment system, and refurbishment of Western LTS water treatment system.• Achieved a 28% increase in line efficiencies (from 76% to 84%) and reduced direct labor CPC over 3 years.• Developed and executed a $3MM warehouse rebuild including:• New state-of-the-art storage racking system, slot pick warehouse, new lighting, concrete flooring, and two-sided tygard system.• Results included improved labor costs and warehouse performance.• Developed systems to drive cost control, improve productivity, and enhance plant quality and GMP programs.• Achieved a rise from #9 to #3 in cost leveraging and Mfg Variance from FY 2002 to FY 2005.• Received the "Overall Quality Award" for the NEBU in 2005.• Improved ESIS audit score to 94% in 2005, up from 67% in 2003.• Given responsibility for the Silver Spring, MD, facility in December 2005 based on Alexandria’s favorable results.• Conducted weekly/monthly team meetings for performance feedback and issue review.• Increased employee involvement in data collection and decision-making processes.• Developed capital plans based on employee feedback and significantly improved employee morale.

Atlanta, Georgia, Us

• Managed all aspects of the Production Department at Coca-Cola Enterprises, Inc. in Memphis, Tennessee.• Oversaw plant sanitation activities for a 2 pet line manufacturing and distribution facility.• Implemented efficient processes to ensure smooth operations and high-quality products.• Led a team to achieve a 15% increase in production output within the first year.

Atlanta, Georgia, Us

Provided Quality System Management leadership to both Memphis (10M) and West Memphis (20M) Manufacturing and Distribution facilities. Role was the leader of 2 plants in the drive for Quality System Compliance and successful audit compliance and certification.

Atlanta, Georgia, Us

QA Manager support to a 3 line 15M case Manufacturing facility.

Atlanta, Georgia, Us

Played Sanitation Supervisor, QA Supervisor, Production Supervisor, and Maintenance Supervisor roles as requested in various Coca-Cola locations.